Strategic Plan for the Ministry of Social Development and

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Strategic Plan for the Ministry of Social Development and Family Services 2018 - 2023

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“…our citizens are central to our development and in

fact are our greatest assets. We must create a society

in which all the basic needs are met, and each

individual is valued and given the opportunity to

contribute and to self-actualise”

Vision 2030, p. 45


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VISION

A dynamic, service-driven organisation that delivers premium social services towards the

achievement of sustainable human and social development

MISSION

Positively transforming the lives of the people of Trinidad and Tobago through the

provision of quality social services

VALUES

We value Respect, Equity, Integrity, Compassion, Responsiveness, Innovativeness,

Commitment, and Inclusiveness.

MOTTO

Helping, Empowering, Transforming Lives

Motto

45


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MINISTER’S FOREWORD

The Ministry of Social Development and Family Services

(MSDFS) subscribes to the broad tenets as defined by

the internationally accepted United Nations definition of

social development. These tenets suggest that social

development “encompasses a wide range of issues,

including, but not limited to: poverty eradication, the

reduction of inequalities, employment generation, the

promotion of the family, the role of civil society, older

persons and ageing, youth, and persons with

disabilities”.

The work of the Ministry of Social Development and

Family Services is guided by the 2030 Agenda for

Sustainable Development through the Sustainable

Development Goals (SDGs) and the National

Development Strategy (Vision 2030), both in support of

the thrust to support the achievement of social inclusion, among the varied and

vulnerable populations; promoting sustainable livelihoods and leaving no one behind.

Among the interconnected pillars for sustainable development outlined in vision 2030,

the MSDFS subscribes to three pillars which promote ‘a process of putting people first –

nurturing our greatest assets, good governance and service excellence. This Ministry,

therefore, as a key partner and contributor to Government’s agenda, must play a

critical, lead role through supportive social policy decisions, and must facilitate and

coordinate social sector activities towards a robust safety net which is characterised by

the delivery of essential high-quality social services.

Accordingly, the Strategic Plan 2018-2023, amidst the prevailing economic

uncertainties, emphasises this Government’s commitment towards social

transformation, evidenced by accountability and transparency, as well as prudence

and requisite due process in the management of our country’s limited resources. More

specifically, as it relates to the responsibilities of this Ministry, in order to engender and

maintain a culture of resilience amongst our citizens and being called upon to do more

with less; the plan articulates the need for an expansion in creativity and innovation,

coupled with judicious and astute approaches to decision-making.

To this end, I take the opportunity to commend the assiduous work of members of the

Executive and all contributing members of staff, who through their meticulous labour,

continue to bring the Ministry much closer to achieving the objectives of the United

Nations’ Sustainable Development Goals of economic sustainability and prosperity. The

document is truly representative of the collective efforts of some of our nation’s most

knowledgeable, experienced and passionate minds and hearts.


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Through the Ministry’s continued efforts and realization of its strategic plan 2018 – 2023,

there is certainty that the citizens of Trinidad and Tobago will be able to benefit from

enhanced livelihoods and an improved quality of life, where government services are

timely and reliably delivered, widely accessible, effectively and appropriately

administered and utilised.

Cherrie-Ann Crichlow-Cockburn

MINISTER


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MESSAGE FROM THE PERMANENT SECRETARIES

The Ministry’s Strategic Plan for the period 2018 – 2023

was developed within the context of the National

Development Strategy, Vision 2030, the Sustainable

Development Goals and the National Social Mitigation

Plan. It considers too, the changing variables within our

social and economic landscapes and the requirements

for improvements in the Ministry’s capacity to

adequately and judiciously respond with inclusive policy

agendas, within effective timeframes. Understanding

the critical role that the staff of the Ministry must play in

the implementation of the Plan; much attention was

given to ensuring their buy in by promoting a

participatory approach to the development of the document.

Cognisant of the significant mandate of the Ministry, the

executive has set the organisation on a path for major

transformation over the next five years, to position the

organisation to achieve both the national and

international social development objectives outlined in

the documents mentioned above. In this regard, human

and financial resources will be committed to reviewing

and realigning the Ministry’s organisational structure,

processes, systems, programming and services,

infrastructure and legislative framework. These activities

will be underscored by a growing incorporation of

information communication technologies, which will

enable the Ministry to operate on a real time basis and

keep abreast of existing and emerging trends and other pertinent information across

the social sector at the regional and international levels.

Improvement of operations in all areas will be rigorously pursued, in an effort to establish

a high-performance organisation, which is able to adequately fulfil its obligations to the

poorest and most vulnerable populations in the society. One critical success factor in

achieving this is the identification of indicators to measure advancements in our social

services delivery system. These indicators have been clearly articulated in the Plan and

will be systematically monitored and reported on at various levels.

Emphasis will be placed on recruitment of the full complement of suitably qualified and

competent staff to adequately undertake the Ministry’s mandate, improvement in

customer service and infrastructure, promotion of a culture of innovation, learning,

accountability and results and the creation and strengthening of networks and

alliances, both within civil society and the social sector.

Jacinta Bailey-Sobers

Natasha Barrow


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As the Permanent Secretaries at the helm of the organisation at this stage of its

development, we are excited and confident in the ability of the management team to

take the organisation to the next level as we move to implement the Plan. We are

committed to ensuring that the Plan becomes a living document, the basis of every

aspect of Ministry programming and activities and to the development of high-

performance teams to enable success.

In closing, we wish to extend our sincere thanks to the planning team which conducted

the numerous staff focus group sessions to garner information for input into the Plan, to

all the members of staff, including the Heads of Divisions, who fully participated in the

process and to the consulting team which assisted in the completion of the document.

Let us together, as we forge ahead in unity of purpose, continue to help, empower and

transform lives, toward a more resilient and sustainable Trinidad and Tobago.

Mrs. Jacinta Bailey-Sobers & Ms. Natasha Barrow

PERMANENT SECRETARIES


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ABBREVIATIONS

CCEU Corporate Communication and Education Unit

CTO Chief Technical Officer

DAU Disability Affairs Unit

DPS Deputy Permanent Secretary

GAPP Geriatric Adolescent Partnership Programme

GDP Gross Domestic Product

GORTT Government of the Republic of Trinidad and Tobago

HM Honourable Minister

ICT Information and Communication Technology

ISEMS Integrated Social Enterprise Management System

IT Information Technology

LAC Latin American and Caribbean

M & E Monitoring and Evaluation

MPD Ministry of Planning and Development

MCDCA Ministry of Community Development, Culture and the Arts

MISSSP Management Information System for Social Sector Programmes

MAGLA Ministry of the Attorney General and Legal Affairs

MOE Ministry of Education

MOH Ministry of Health

MLGRD Ministry of Local Government and Rural Development

MOU Memorandum of Understanding

MPA Ministry of Public Administration

MLSED Ministry of Labour and Small Enterprise Development

MSDFS Ministry of Social Development and Family Services

MSYA Ministry of Sport and Youth Affairs

NFS National Family Services

NGO Non-Government Organization

NRFSS National Resilience Framework for Social Services

NSMP National Social Mitigation Plan

OPM – GCA Office of the Prime Minister Gender and Child Affairs

PEC Piparo Empowerment Centre

PESTLE Analysis of the Political, Economic, Social, Technological, Legal and

Natural/Physical environments

PIES Public Information and Education Sessions

PIU Project Implementation Unit

PMCD Personnel Management Consulting Division

PPPDD Policy and Programme Planning and Development Division

PS Permanent Secretary


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RAPP Retiree Adolescent partnership Programme

RFA Resilience for All

SDU Social Displacement Unit

SID Social investigations Division

STEP UP Social Transformation and Empowerment Programme for Uplifting

People

SWD Social Welfare Division

SWOT Analysis of Strengths, Weaknesses, Opportunities and Threats

THA Tobago House of Assembly

VAB Values, Attitudes and Behaviours

VUCA Volatile, Uncertain, Complex, Ambiguous


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TABLE OF CONTENTS

MINISTER’S FOREWORD ................................................................................................................ 3

MESSAGE FROM THE PERMANENT SECRETARIES........................................................................ 5

ABBREVIATIONS ............................................................................................................................. 7

TABLE OF CONTENTS ..................................................................................................................... 9

1 INTRODUCTION ..................................................................................................................... 17

1.1 The Planning Process ........................................................................................................ 20

1.2 Structure of the Plan ......................................................................................................... 21

2 WHO ARE WE? ...................................................................................................................... 24

2.1Functions and Services ...................................................................................................... 24

2.2 The MSDFS Business Canvas............................................................................................. 28

3 THE CONTEXT FOR CHANGE TO 2023 ................................................................................ 31

4 THE STRATEGIC FRAMEWORK TO 2023 ............................................................................... 36

4.1 People Centred Vision & Direction ............................................................................ 36

4.1.1 OUR VISION, MISSION AND VALUES ...................................................................... 36

4.2 Our Strategy and Business Model to 2023 ................................................................ 37

4.2.1 THE BUSINESS MODEL ................................................................................................ 37

4.3 Strategic Goals & Objectives To 2023 ....................................................................... 38

GOAL 1: PROMOTE RESILIENCE FOR ALL .............................................................................. 42

GOAL 2: PROTECT, EMPOWER AND TRANSFORM FAMILIES ............................................... 45

GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY ................. 47

GOAL 4: A MODERN, CLIENT-CENTRED, HIGH PERFORMANCE ORGANIZATION ............ 50

4.4 The Implementation Framework to 2023 .................................................................. 51

4.5 Key Success Factors for Plan Implementation ......................................................... 73

4.5.1 HUMAN RESOURCE CAPACITY AND CAPABILITY ................................................. 74

4.5.2 RESOURCING IMPLEMENTATION – FUNDING ........................................................ 75

4.5.3 STRENGTHENING SUPPORTING OPERATING SYSTEMS .......................................... 75

4.5.4 INTERNAL AND EXTERNAL COMMUNICATIONS .................................................... 77


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4.5.5 STAKEHOLDER ENGAGEMENT & PARTICIPATION – A WHOLE OF SOCIETY

APPROACH ........................................................................................................................... 78

4.5.6 THE POLICY & RESEARCH AGENDAS ..................................................................... 79

4.6 Managing Risks .................................................................................................................. 80

4.7 Managing Change ........................................................................................................... 82

5 MONITORING & EVALUATION ............................................................................................. 84

6 CONCLUDING STATEMENT .................................................................................................. 87

7 APPENDICES ......................................................................................................................... 88

Appendix 1: Key Stakeholders of MSDFS and Expectations .......................................... 89

Appendix 2: PESTLE Analysis for MSDFS (Summary) ........................................................ 92

Appendix 3: Glossary of Terms .......................................................................................... 94

Appendix 4: Legislative and Regulatory Framework ................................................... 100


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TABLE OF CONTENTS

LIST FIGURES

Figure 1: Five Themes of Vision 2030 ......................................................................................... 19

Figure 2: UN Sustainable Development Goals........................................................................ 19

Figure 3: The Strategic Planning Process ................................................................................. 21

Figure 4: Functions of the Ministry ............................................................................................. 25

Figure 5: MSDFS Organizational Chart ..................................................................................... 27

Figure 6: Social Sector Stakeholder Groups ............................................................................ 29

Figure 7: The MSDFS Business Canvas ...................................................................................... 30

Figure 8: Summary of the SWOT Analysis for MSDFS ............................................................... 34

Figure 9: MSDFS Strategy Map .................................................................................................. 41

Figure 10: A Change Management Approach to Implementing the Strategic

Framework ................................................................................................................................... 83

LIST OF TABLES

Table 1: The Strategic Framework to 2023 .............................................................................. 40

Table 2: The Implementation Framework to 2023 .................................................................. 53


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xecutive

ummary

The Ministry of Social Development and Family Services (MSDFS) is responsible for the

management of key social services to the people of Trinidad and Tobago. The Ministry

provides leadership and direction for the social sector by focusing on inter alia policy

making; planning; assessing of the population‘s needs; delivery of a range of social services;

engagement of social sector partners and providers; and ensuring that services provided by

partners are delivered in accordance with internationally accepted quality standards.

By ensuring that the people of the nation have access to world class social services – to

meet critical needs, empower and transform lives – the Ministry plays a unique and vital

role in the social and economic development of the country. Moreover, in light of the

economic challenges predicted to persist in the coming years, the Ministry’s mandate

increases in urgency. Indeed, the Government‘s National Development Strategy – Vision

2030 – emphasises the critical importance of the social sector for achieving developed

country status by 2030, particularly with respect to the first theme – ‘Putting People First:

Nurturing of Greatest Asset’.

Given its mandate, the Ministry’s leadership and staff are committed to an aggressive

programme of action to accelerate the transformation agenda for the sector and for the

Ministry itself, in the continuous effort to ensure the highest quality social services are

available to the people of Trinidad and Tobago. To that end, the Ministry will focus on a

number of high priority initiatives to strengthen the social safety net and build the

E S


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resilience of the population, thereby contributing to national human capital development,

and the socioeconomic revolution envisaged in the Vision 2030 development strategy.

With full recognition of its critical role, the Ministry’s leadership and staff embarked upon a

consultative planning process in 2017 which engaged a range of staff stakeholders

including staff, partners and clients, in distilling the strategic priorities and courses of

action for the five-year plan period to 2023. From this process, the strategic direction

emerged, articulated in vision and mission statements as follows:

VISION

A dynamic, service-driven organisation that delivers premium social services towards

the achievement of sustainable human and social development

MISSION

Positively transforming the lives of the people of Trinidad and Tobago through the

provision of quality social services

To advance the vision and mission, the Ministry’s strategy is to crystallize its position as

the lead agency for the social sector with regard to policy, research, monitoring and

evaluation, and coordination of initiatives among partners, as well as a primary state

agency for the provision of high-quality social services. In that regard, the Ministry will

retain its ‘bifocal’ business model over the Plan’s five-year period taking action to

enhance the social safety net as well as strengthen human capital development.

However, in the existing economic circumstances, there will be an emphasis on

social protection and resilience building.

Therefore to 2023, the Ministry will undertake a programme of action with respect

to the following strategic goals:

1. Promote Resilience for All

2. Protect, empower and transform families

3. Reduce and prevent poverty, vulnerability and inequality


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4. Ensure a modern, client-centred, high performance organization

The Strategy Map at Figure A and the Ministry’s Business Canvas at Figure B refer.

Altogether, the Strategic Plan for the Ministry of Social Development and Family Services

2018 - 2023 presents the aspirations of the staff of the Ministry and its partners for the

provision of world class social services in Trinidad and Tobago, and the achievement of the

National Development Strategy – Vision 2030. In that regard, the Strategic Plan presents

the agenda of the management and staff of the Ministry for a new era of performance and

service with the benefits accruing to the population as follows:

By 2023, the population understands and embraces resilience as necessary for personal,

family and national development

By 2023, families have access to critical services to heal, empower and thrive; and re-

establish this institution as a cornerstone of the society

By 2023, Trinidad and Tobago has significantly reduced poverty levels to less than 15%

of the population, and is on track to surpass SDG targets

By 2023, the Ministry is a best-in-class organization, characterised by a culture of service

excellence, innovation, effective resource management and resilience

Therefore, the Plan is crafted for execution. To that end, it includes the framework for roll

out to 2023 and identifies the critical success factors for effective implementation – to

ensure readiness the Plan also incorporates early initiatives for managing change; and lays

out a monitoring and evaluation framework to track implementation and enable good

strategic management, allowing the Ministry to remain agile and adjust with shifts in the

operating environment.

The MSDFS Strategic Plan 2018 – 2023 is our renewed commitment of service to the people

of Trinidad and Tobago. Helping, Empowering, Transforming Lives!


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Figure A: MSDFS Strategy Map

VISION 2030 THEME 1

Putting People First: Nurturing Our Greatest Asset

VISION 2030 Theme II:

Delivering Good Governance and Service Excellence

G6: The family will be protected

and supported

G2: Social services delivery will be

improved to better serve the needs of vulnerable groups

G2: The public service will have

modern, effective and efficient management systems

MSDFS MISSION

To positively transform the lives of the people of Trinidad and Tobago through the provision of quality social services

GOAL 1

Promote Resilience for

All

GOAL 2

Protect, empower and

transform families

GOAL 3

Reduce and prevent poverty,

vulnerability and inequality

Facilitate greater capacity

for resilience of the

population by 10% (against

agreed human

development indicators)

Increase the incidence

(over baseline) of

progressive values,

attitudes and behaviours

among the population

(across all age

groups/developmental

categories) by 20%

GOAL 4

Ensure a modern, client-

centred, high performance

organization

Increase the level of

support provided to

targeted families by

30%

Increase inclusion of

vulnerable groups by

25% to restore family

cohesion and

functionality

Continually improve

strategies for poverty

reduction through

stakeholder consultation

Foster strong, beneficial

collaboration among

social sector partners

compliant with

international standards

good governance for

the social sector

Improve organisational

performance by 50%

against agreed

management and

efficiency indicators

Improve Client

Perception of the MSDFS

by 50%

Establish a culture of

learning, innovation and

operating for results


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Figure A: The MSDFS Business Canvas

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1 INTRODUCTION

Trinidad and Tobago has been facing over the last three years, one of the greatest economic

downturns in the nation’s history. Economic growth between 2000 and 2007 averaged

slightly over 8% per year, significantly above the regional average for the same period;

however, GDP has slowed down since then, contracting during 2009-12, making small gains

in 2013 and contracting again in 2014-17, primarily as a consequence of a drastic fall in oil

and gas prices and declines in production. Accordingly, Government revenue from

petroleum fell from over $20 billion in 2014 to less than $1 billion in 2016, a 90% decline. 1

Trinidad and Tobago is however, buffered by its foreign reserves and a sovereign wealth

fund that equals about one-and-a-half times the national budget and by the Government’s

commitment to maintaining adequate levels of expenditure on the social sector to ensure a

satisfactory quality of life for the citizenry. GDP real growth in 2015, 2016, and 2017 was -

0.6%, -5.4% and -3.2%. Some growth is expected in 20182. Early estimates are indicative of

a growth forecast of 2.0% in 2018 and 2.2% in 2019 rising to 2.5% in 2020. The Minister of

Finance in May 2018 stated that the economy was ‘witnessing a welcome upturn3

Despite the positive outlook, the Government (GORTT) fully acknowledges the considerable

threat to the vulnerable in the society, as well as those individuals and households that are

at risk of becoming vulnerable in the present situation as we await the impact of the

upturn. While such vulnerabilities are in some ways inherent among small states, the way

forward to national prosperity and economic wellbeing lies in a reconceiving of the economic

structures, diversification, and a strong commitment by citizens to a new way of thinking

and behaving. Indeed, to ‘change their stars’ the people of Trinidad and Tobago must be

resilient, innovative and productive as articulated in the National Development Strategy

2016 – 2030 (Vision 2030).

1 Minister of Finance Speech on Mid-term Review May 2018 2 CIA World Factbook 3 Minister of Finance Speech on Mid-term Review May 2018


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“Imagine a Trinidad And Tobago where all citizens enjoy a high standard

of living and have equal opportunity for self- actualisation; where

corruption is minimal or non-existent and service standards are high;

where people dispose of garbage in an environmentally responsible

manner, simply because they see the value of nature and natural

resources. Imagine further, a future Trinidad and Tobago where citizens

possess positive values, attitudes and behaviours such as respect for life,

productivity and patriotism”

Vision 2030, p. 39

The Ministry of Social Development and Family Services (MSDFS) is a primary strategic

partner with the Government to nurture the society envisaged above. The Ministry must

play a critical lead role through supportive social policy; coordination of the social sector

and the delivery of essential high-quality social services.

Accordingly, the Strategic Plan 2018-2023 serves as a roadmap for the organization’s

strategic direction over the next five years with implementation of its mandate in the

context of a challenging operating environment. In that regard, the Plan addresses the need

to inter alia: be driven by sound research, continually improve social services to the

population; promote social innovation particularly to resolve persistent social challenges;

and ensure the Ministry and its agencies have the capacity and capability to meet both

current and emerging needs. Further, the Plan also outlines the groundwork for

collaboration and partnership with the range of national and international stakeholders

and the population itself, necessary to achieve the national social development agenda.

The Plan is guided by Trinidad and Tobago’s National Development Strategy 2016-2030

(Vision 2030), which advocates for attaining developed country status by the year 2030.

The Strategy proposes five overarching key result areas or themes in pursuit of the vision:

I. Putting People First: Nurturing Our Greatest Asset

II. Promoting Good Governance and Service Excellence

III. Improving Productivity through Quality Infrastructure and Transportation

IV. Building Globally Competitive Businesses; and

V. Placing the Environment at the Centre of Socio-economic Development


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As shown in Figure 1, two themes are particularly relevant to the Ministry’s mandate

though it is clear that a healthy, well supported society is essential for economic prosperity,

sustainability and peace (United Nations). Theme I especially, acknowledges the essential

contribution of citizens to their own development. This theme stresses the importance of

the provision of basic services to empower the nation’s “greatest asset”. Here MSDFS is

clustered with the range of ‘basic needs’ ministries such as Education, Health and Housing,

in keeping which international best practice with respect to the whole of government

approach.

Figure 1: Five Themes of Vision 2030

The Plan is also responding to the country

commitments with respect to the United Nations

Our governance approach will be based on

principles of participation and inclusion.

The public service will have modern, effective

and efficient management systems.

Public service delivery will be customer focused.

Our society will be grounded in the principles of

social justice.

Social services delivery will be improved to

better serve the needs of vulnerable groups.

The family would be protected and supported.

Vision 2030

THEME I

Putting People First

THEME II

Delivering Good Governance and

Service Excellence

THEME III

Improving Productivity

through Quality Infrastructure and

Transportation

THEME IV

Building Globally Competitive

Business

THEME V

Placing the Environment at the Center of

Social and Economic

Development

Figure 2: UN Sustainable Development Goals 1, 2, 8, 10 and 16


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Sustainable Development Goals (SDGs), specifically Goals 1,2, 8, 10 and 16; and to that

end, the initiatives to be undertaken over the Plan’s five-year period to 2023 are expected to

assist the country with achieving the set targets. The MSDFS Strategic Plan 2023

faithfully represents the aspiration of its clients and stakeholders for meaningful

transformation of the Ministry and the social sector with benefits accruing to the

population as follows:

By 2023, the population understands and embraces resilience as necessary for

personal, family and national development

By 2023, families have access to critical services to heal, empower and thrive; and

re-establish this institution as a cornerstone of the society

By 2023, Trinidad and Tobago has significantly reduced poverty levels to less than

15% of the population, and is on track to surpass SDG targets

By 2023, the Ministry is a best-in-class organization, characterised by a culture of

service excellence, innovation, effective resource management and resilience

1.1 The Planning Process

The Strategic Plan was developed using a data-led/ evidence-based, participatory approach.

Primary and secondary data were derived from stakeholder engagements with both

internal and external stakeholders (outlined below), as well as from strategic workshops

and meetings held by a technical team of the Ministry with responsibility for developing the

Plan.

A key phase of the planning process was the assessment of the internal and external

environment in which the Ministry operates. Accordingly, the Ministry of Social

Development and Family Services utilised proven tools such as the SWOT and PESTLE to

examine the organisation and inform its objectives and strategies. Subsequent to these

analyses, two (2) Strategic Planning workshops were conducted with thirty members of

senior level management staff and Heads of Department. At these workshops, senior staff

examined the strengths, weaknesses, opportunities and threats of the organisation with a

view to developing draft Vision, Mission, Motto, Functions, Goals, Objectives, Strategies


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and Initiatives. Accompanying Performance Indicators and Planned Targets were also

developed by the Ministry’s M&E Unit. The second phase of this participatory approach

involved the completion of a Staff Perception Survey via the Ministry’s intranet and

suggestion boxes.

Further triangulation of the data was ascertained from the 26 Regional Staff Engagements

sessions conducted at all the Ministry offices located throughout Trinidad and Tobago.

Additionally, secondary data/findings garnered from both internal and external stakeholder

engagements the MSDFS conducted over the past year were utilised from the following

research initiatives including, internal reviews undertaken by technical staff of the

MSDFS, as well as primary data collected during: The Premium Client Care Training,

Public Information and Education Sessions (PIES), and Public Consultations held during

the development of the National Social Mitigation Plan. Further internal review led to the

finalization of the Plan.

Figure 3 refers.

1.2 Structure of the Plan

The Plan is structured around two main sections. Part 1 provides a context for the new

strategic direction laid out in Part 2. In that regard, Part 1 consists of an overview of the

Ministry including its services and structure. The organization’s business canvas,

developed as a tool of the planning process, is presented here. Part 1 also includes a

synopsis of the findings of the SWOT Analysis, highlighting the imperative for change and

the impetus for the strategy to 2023.

Figure 3: The Strategic Planning Process


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In Part 2, the new strategic direction is laid out viz. the vision, mission, values, goals (key

result areas) and objectives to 2023. The main component of this section is an

implementation framework which proposes key actions to advance the Ministry’s goals.

Issues to be considered for successful implementation, monitoring and evaluation and

measuring results are discussed in the final section in Part 2.

The Strategic Plan of the Ministry of Social Development and Family Services 2018 – 2023

is designed to put the Ministry on a path to reengineer its business processes, particularly

those related to client service delivery, towards operational and organizational excellence.

The prevailing economic conditions and attendant socioeconomic consequences also

provided the Ministry with the opportunity to champion its role as the lead social sector

Ministry charged with the responsibility of empowerment and social transformation. It is in

this context, that over the next five years, the executive leadership and staff of the Ministry

are expected to embrace and be guided by the directives of the Plan, to effectively and

efficiently serve the needs of all citizens of Trinidad and Tobago, more so, the vulnerable.

Situational Analysis

Strategic Planning

Workshops

Staff Perception Survey

Staff Engagement Sessions (26 locations)

Additional desk review to derive

public perspectives

Drafting and review

Draft Strategic Plan

Internal Review and Finalization


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PART ONE

THE CONTEXT


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2 WHO ARE WE?

2.1 Functions and Services

In its current incarnation, the Ministry of Social Development and Family Services was

established on 11th September 2015 to ensure the effective and efficient functioning of the

social sector towards improving the standard of living of all our nation’s citizens,

particularly those most at risk (individuals and families)4. In so doing, the Ministry is

responsible for the development, co-ordination, monitoring and evaluation of social sector

policies, programmes and initiatives that are sustainable, economically viable and relevant

to its targeted populations, while ensuring and maintaining efficient delivery of its social

services5.

In this context, the programmes and services offered by the MSDFS are designed to:

help citizens cope with the socio-economic challenges of daily living in a holistic

manner, to enable them to positively contribute to the development of society; and

assist the clientele to become empowered through rehabilitative and capacity-

building programmes to enable them to play an active role in transforming their own

lives, and by extension their families and communities;

Support and empower families; and

Prevent and reduce poverty and inequality

Within the broad bands of client and stakeholder needs, the Ministry’s functions and

services may be categorised as follows:

Planning, Policy, Research and Measurement

Social Services Delivery

Oversight of Statutory and Other Bodies in receipt of subventions from the Ministry

Coordination of the social sector

Support and Capacity building of the NGO sector

4 Presentation on the Strategic Plan Process by the Ministry’s Strategic Team, June 6 2018, slide 4 5 Op Cit, slide 4


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Figure 4 refers.

Figure 4: Functions of the Ministry

To deliver services as outlined above, the structure of the Ministry comprises the Office of

the Honourable Minister; the Office of the Permanent Secretary (2); the Office of the

Deputy Permanent Secretary (2); the Office of the Chief Technical Officer along with

twenty-five Divisions/Units, accounting for over six hundred members of staff. See Figure

5.

Over the years, the Ministry has been guided by strategic and other programme plans and

strategies. In that regard, the organization has developed a solid research capability that

undergirds its policy and planning. The Ministry has also built up a strong track record of

performance. However, without a doubt, the work of the Ministry has evolved and, in many

ways has increased in complexity, to keep apace of the ever changing social and human

development landscape. The efforts to respond to persistent and emerging needs requires

PLANNNG, POLICY, RESEARCH & MEASUREMENT

•Social Impact Assessment and Review, Social Planning, Development and Monitoring; Social Policy; Social Research; Social Services Measurement and Policies

SOCIAL SERVICES DELIVERY

•Ageing , Disability, Disbursement of Subventions and Grants, Integrated Social Services Delivery, Family Services, Poverty Alleviation, Street Dwelling

OVERSIGHT

•Oversight for Statutory Boards and other Bodies VIZ. Trinidad and Tobago Blind Welfare Association (TTBWA), Trinidad and Tobago Association for the Hearing Impaired (TTAHI), Trinidad and Tobago Association for Retarded Children (TTARC) and other organisations in receipt of subventions from the Ministry, Social Welfare Central and District Boards


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recruitment of staff with a range of skills and competencies and over time the numbers of

contract and short-term contract staff have grown considerably.


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Figure 5: MSDFS Organizational Chart


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The leadership of the Ministry is keenly aware of the value of its human resources to the

organisation’s successful attainment of its goals and objectives and that the members of

staff themselves may become ‘vulnerable’ in the current volatile labour market. As a

consequence, the executive remains committed to ensuring due consideration for the

welfare of the ‘internal clients’.

In light of the above concerns and the desire to ensure that clients are well served, a major

focus of the Ministry’s strategy to 2023 is building its human resource capacity, exploring

innovative options to achieve operational excellence and transforming the Ministry’s public

image.

Legal and Regulatory Framework

Additionally, the Ministry of Social Development and Family Services administers several

public services pursuant to its statutory obligations. The Ministry observes a legal and

regulatory framework in its operations through the delivery of social services (Appendix 4).

The Ministry is also sensitive to the need to address burgeoning social issues and has

developed a legislative agenda to treat with the vulnerable populations that come under the

Ministry’s purview.

2.2 The MSDFS Business Canvas

The Ministry’s Business Canvas 6 (Figure 7) captures the essential aspects of the

organization’s management and operations. Critically, the canvas notes the bifocal

business model of the organization where it seeks to address the social protection needs as

well as the human capital development needs for the country. Moreover, the canvas

indicates the parity of attention to both external and internal clients.

The canvas also highlights the critical importance of collaboration and partnership to the

work of the Ministry, which extends to clients themselves (co-creators), as well as

6 Business Model Canvas developed by Alexander Osterwalder is a strategic management template for developing new

or documenting existing business models. It is a visual chart with elements describing a firm's or product's value

proposition, infrastructure, customers, and finances. It assists firms in aligning their activities by illustrating potential trade-

offs (Wikipedia, accessed August 2018)


29

partnering service delivery organizations in the public and private sectors and civil society

(co-creators and key partners). Figure 6, Appendix I refers. The canvas lays out the desired

attributes of the relationships with stakeholders.

The ‘outcome streams’ identified on the canvas denote the anticipated results with faithful

implementation of the Strategic Plan and the expected benefits to the Government and

people of Trinidad and Tobago for the investment of resources. In that regard, the

leadership and staff of the Ministry are keenly aware of the need to be resource sensitive,

cost efficient and results-driven going forward.

Figure 6: Social Sector Stakeholder Groups

See Appendix 1 for a listing and interest analysis of the Ministry’s Stakeholders.

Social Sector Stakeholders

Social Sector Ministries

Other State Agencies

Civil Society

Private Sector

Academia

International Community

MSDFS Staff

Clients

Public


30

Figure 7: The MSDFS Business Canvas


31

3 THE CONTEXT FOR CHANGE TO 2023

"In the midst of every crisis lies great opportunity”

Albert Einstein

According to data from the 2005 Survey of

Living Conditions, 16.7% of the population was

living in poverty and inequality, measured by

the Gini coefficient, which was 0.39. The data

revealed that there was a tendency for poorer

households to be headed by women; as much as

30.6 percent of the population sampled had not

passed any exam above the primary level and

persons from the lower quintiles were heavily

concentrated in elementary occupations among

men and in low level services and sales among

women.

It was also highlighted that persons from lower quintiles were most likely not to have filled

prescriptions because of a lack of funds; access to potable water, flush toilets, and garbage

collection were areas of deficiency, and as much as 18.4 percent of the population still relied

on pit latrines. Persons from the lower quintiles were less likely to be in a marital union

than the non-poor; women from poor households were more likely to have four or more

children than their better-off compatriots and the mean age at first birth tended to be lower

for poorer women.

To aid the population in need, the Government of the Republic of Trinidad and Tobago

(GORTT) continues to make significant investment around social safety nets (SSN) and by

extension, its social protection system. For the period 2012-2017, approximately TT$37-

Helping women and children...


32

billion was expended on nine (9) 7 key safety net initiatives to improve the lives and

livelihoods of persons. Of this, sixty-five percent (65%) or TT$24-billion was expended on

four (4) programmes8 under the purview of the MSDFS.

Vision 2030 articulates the Government’s continued commitment to reducing vulnerability

of citizens and creating a society in which social wellbeing and social justice are prevalent,

which mirrors the aspirations of the SDGs (Goals 1, 2, 8, 10 and 16 specifically).

However, the operating environment, aptly described using the VUCA 9 terminology

(volatility, uncertainty, complexity and ambiguity) presents significant challenges for the

way forward, including sustained access to resources. The summarized findings of the

PESTLE (See Appendix 2) and SWOT analyses at Figure 8 highlight key factors – drivers

for change – considered in planning, bearing in mind their likely impact on the Ministry

over the Plan’s five-year period.

EMERGENT IMPERATIVES FOR THE PLAN

For the data provided by the situational analyses, key imperatives for the Plan’s five-year

period were:

High level of client dependency, with persons remaining in short term intervention

programmes – need to promote self-reliance, early ‘graduation’ from programmes

Limited evidence of return on investment on expenditure on social services, against

rising cost of service provision and increasing demand – unsustainable costs; need

for more effective targeting to enable reduction in poverty and vulnerability

measures and increasing resilience

Limited application of research needed to adopt a proactive/preventative approach to

stay ahead of evolving demand.

7 These safety net initiatives are: Community-based Environment Protection and Enhancement Programme (CEPEP),

Disability Assistance Grant (DAG), Government Assistance for Tertiary Expensed (GATE), National Schools Dietary Services

Limited, On the Job Training (OJT), Public Assistance Grant (PAG), Senior Citizens’ Pension (SCP), Target Conditional Cash

Programme (TCCTP), and the Unemployment Relief Programme (URP). 8 The programmes falling under the purview of the MSDFS are: DAG, PAG SCP and the TCCTP (now known as Food

Support). 9 http://www.whatisvuca.com/#vuca

http://www.whatisvuca.com/#vuca


33

Lack of consistency in the delivery of services – Archaic systems and processes in

some instances, with differing application by location and provider – need for

automation to enhance service delivery and establishment of standard operating

procedures for all programmes and services

Lack of a unique identifier/profile for clients (shared across social sector ministries)

to monitor and support each client based on their unique needs, to avoid duplication

and over dependence and support self-reliance, growth and resilience- need for an IT

system connecting the various Ministries in the sector for data and information

sharing

Inefficient governance arrangements for shared decision-making across stakeholders

and establishing clear priorities- need for a mechanism for planning and priority-

setting at the sector level

Constant and frequent policy and administrative shifts as administrations change –

need for establishing priority policy decisions within a legislative framework

Persistent human resource management issues which negatively affect employee

motivation and engagement – need to ensure a conducive, healthy working

environment

Limited modernization, innovation and agility in the operations of the Ministry and

its partners – need to accelerate modernization initiatives which are in progress

Poor customer service which adversely impacts the public’s image of the Ministry

The data provided by analyses proves that in crisis there is tremendous opportunity. Over

the Plan’s five-year period to 2023, the Ministry will take the necessary steps to creatively

effectively and efficiently transform itself and the social sector to a new level of service for

the benefits of the people of Trinidad and Tobago.


34

S W

T O

Figure 8: Summary of the SWOT Analysis for MSDFS

A cadre of knowledgeable, qualified,

dedicated, passionate and resilient staff

Service provision to the poor, vulnerable

and disadvantaged

Lead role of the Ministry in the Social Sector

Specialized and decentralized Divisions and

Units

Strong networking, collaboration and

partnerships with stakeholders

Availability of funding for transfers to Clients

Outreach

Innovative approaches in responding to

limited resources

Organizational and process review

underway

Decreasing access to resources due to economy

Low motivation and morale of staff

Weak leadership across various levels of the Ministry

Poor work ethic of some staff

Slow decision-making

Lack of Monitoring and Evaluation systems (to capture

data across 27 locations plus partners)

Poor or low implementation and inefficiencies in service

delivery

Inadequate management of resources

Inadequate accommodation and security (with

proximity to Court)

Poor targeting mechanisms/Limited visibility of services

and programmes

Inadequate, antiquated data management systems

Absence of a Central Beneficiary Database

Instances of poor Customer Service

Human resource issues such as staff shortages, poor

recruitment practices, layoffs, limited training and

development opportunities and limited succession

planning, loss of institutional knowledge

Poor industrial relations practices

Limited connectivity amongst and between divisions,

units and remote locations.

Limited capacity for managing change

Socio-Economic challenges such as rising

unemployment, crime and poverty

High level of dependency among the population

Abusive, unscrupulous and corrupt clients and

organizations seeking assistance

Continued erosion of the family

Changing government policies based on the political

cycle

Reduced financial resources

Constant and frequent administrative changes

Old ways of thinking in a VUCA World (non-progressive

attitudes and values)

Unclear strategy for Local Government Reform

Poor perception of Ministry’s brand by potential

stakeholders and partners

Cyber crime

Lack of accessibility for persons with disabilities

Low collaboration with private sector

Litigation claims against the Ministry

Increased risk and incidence of natural and manmade

disasters

Climate Change and Natural Disasters

Ageing Population

Loss of institutional knowledge

Staff Exposure to health risks and environmental

volatility.

Modern technology and connectivity

New Media

Integration of services

Cost effective ICT to support Service

Delivery

Potential to impact human development

Ability to influence Government’s Social

Policy

Partnerships with public and private entities

internationally, regionally and locally

Availability of a pool of qualified and skilled

human Resources from which to recruit

Innovation and creativity given less

resources and finances

Review programmes to improve efficiency

and implement conditionalities


35

PART TWO

THE WAY

FORWARD


36

4 THE STRATEGIC FRAMEWORK TO 2023

4.1 People Centred Vision & Direction

This Strategic Plan is founded on a vision of the kind of citizen needed to assure the

nation’s social and economic growth and development. This is the raison d’être and

Ministry’s ‘guidepost’ through the challenging periods expected in the years ahead.

Innovative. Resilient. Productive.

This vision aligns well with the National Development Strategy (Vision 2030) which

advocates “…a united, resilient, productive, innovative, and prosperous nation with a

disciplined, caring, fun-loving society comprising healthy, happy and well-educated people

and built on the enduring attributes of self-reliance, respect, tolerance, equity, inclusion

and integrity…”

4.1.1 OUR VISION, MISSION AND VALUES

Bearing in mind the desired outcome for citizens, the Vision, Mission and Values are as

follows:

VISION

A dynamic, service-driven organisation that delivers

premium social services towards the achievement of

sustainable human and social development

MISSION

Positively transforming the lives of the people of Trinidad and

Tobago through the provision of quality social services

Motto

45


37

VALUES

We value Respect, Equity, Integrity, Compassion, Responsiveness, Innovativeness,

Commitment, and Inclusiveness.

MOTTO

Helping, Empowering, Transforming Lives

4.2 Our Strategy and Business Model to 2023

To 2023, MSDFS will seek to crystallize its position as the lead agency for the social sector

with regard to policy, research, monitoring and evaluation, and coordination of initiatives

among partners, as well as a primary state agency for the provision of high quality social

services.

Central to this positioning strategy, is advancing organizational transformation initiatives

underway as well as efforts to build/strengthen effective partnerships with a range of local

and international agencies and stakeholders. In this regard, the goal of the Ministry is to

contribute tangibly to the social wellbeing and economic prosperity of the nation.

4.2.1 THE BUSINESS MODEL

The Ministry will retain its bifocal business model over the Plan’s five-year period taking

action to enhance the social safety net as well as strengthen human capital development.

In the existing economic circumstances, there will be an emphasis on social protection

enabled through the implementation of the National Social Mitigation Plan (NSMP),

however the drive will be to promote and enable greater self-reliance and resilience among

clients, through empowerment initiatives such as the Social Transformation and

Empowerment Programme Uplifting People (STEP-UP).


38

THE NATIONAL SOCIAL MITIGATION PLAN (NSMP)

The NSMP 2017 – 2022 will be a primary programme of action over the Plan’s five-year

period and therefore has been integrated with the Strategic Plan in terms of shared goals,

objectives and lines of action. The NSMP has as its theme: “Building Resilience to Secure

a Nation.” In this Plan, a primary focus is on building resilience of the citizenry to enable

them to be better able to cope with the shocks and stressors specifically resulting from the

economic downturn; but also, to build the capacity to cope with any future shocks and

economic challenges.

4.3 Strategic Goals & Objectives To 2023

In keeping with the proposed strategic direction, the strategic priorities to 2023 are laid out

in two categories:

The Core Strategic Priorities which address the key result areas related to

improving the core business outcomes for the Ministry

The Enabling Strategic Priorities/Critical Success Factors related to

establishing/strengthening the institutional capacity of the Ministry to achieve its

core business outcomes

The Core Priorities are:

GOAL OBJECTIVE

1. Promote Resilience For

All

Facilitate greater capacity for resilience of the

population by 10% (against agreed human development

indicators)

Increase the incidence (over baseline) of progressive

values, attitudes and behaviours among the population

(across all age groups/developmental categories) by 20%

2. Protect, empower and Increase the level of support provided to families by


39

GOAL OBJECTIVE

transform families 30%

Increase inclusion of vulnerable groups by 25% to

restore family cohesion and functionality

3. Reduce and prevent

poverty, vulnerability

and inequality

Continually improve strategies for poverty reduction

through stakeholder consultation

Foster strong, beneficial collaboration among social

sector partners compliant with international standards

for good governance for the social sector

The Enabling Priorities are:

4. Ensure a modern,

client-centred, high

performance organization

Improve organisational performance by 50% against

agreed management and efficiency indicators

Improve Client Perception of the MSDFS by 50%

Establish a culture of continuous learning, innovation

and operating for results.

Table 1 presents the strategic framework in summary and the Strategy Map follows at

Figure 9.


40

Table 1: The Strategic Framework to 2023

Vision 2030

“…a united, resilient, productive, innovative, and prosperous nation with a disciplined, caring, fun-loving society comprising

healthy, happy and well-educated people and built on the enduring attributes of self-reliance, respect, tolerance, equity,

inclusion and integrity…”

Vision A dynamic, client centred organization achieving sustainable human and social development

Mission To enhance the quality of life of the general population, with emphasis on the vulnerable, through a network of integrated,

accessible social services

Core Values Respect, Equity, Integrity, Compassion, Responsiveness, Innovativeness, Commitment, Inclusiveness

Services

Social Protection Services, Resilience Services, Sector Planning, Policy & Research, Social Innovation, Monitoring &

Evaluation of the Social Sector, Technical Advisory Services, Capacity building for the NGO Sector, Information,

Communication & Reporting, Resource mobilization, Auditing and Compliance, Quality Assurance, Public Education,

Strategic Human Resource Services

Goals (Key

Result

Areas)

Promote Resilience for All


transform families

Reduce and prevent

poverty, vulnerability and

inequality



organization

Strategic

Objectives

to 2023




agreed human



(over baseline) of

progressive values, attitudes

and behaviours among the

population (across all age


categories) by 20%


support provided to

targeted families by 30%




cohesion and

functionality

Continually improve


reduction through



collaboration among


compliant with


good governance for

the social sector


performance by 50% by

2023 against agreed

management and


Improve Client


by 50%


continuous learning,

innovation and



41

Figure 9: MSDFS Strategy Map

VISION 2030 THEME 1

Putting People First:

Nurturing Our Greatest Asset

VISION 2030 Theme II:

Delivering Good Governance and Service Excellence

G6: The family will be protected

and supported

G2: Social services delivery will be

improved to better serve the needs of vulnerable groups

G2: The public service will have

modern, effective and efficient management systems

MSDFS MISSION

To positively transform the lives of the people of Trinidad and Tobago through the provision of quality social services

GOAL 1

Promote Resilience for

All

GOAL 2


transform families

GOAL 3

Reduce and prevent poverty,

vulnerability and inequality




agreed human



(over baseline) of

progressive values,

attitudes and behaviours

among the population

(across all age


categories) by 20%

GOAL 4



organization


support provided to

targeted families by

30%




cohesion and

functionality

Continually improve


reduction through



collaboration among


compliant with


good governance for

the social sector


performance by 50%

against agreed

management and


Improve Client


by 50%


learning, innovation and



42

GOAL 1: PROMOTE

RESILIENCE FOR ALL

The word resilience comes from the Latin word “resilire”, which means “to rebound or reco

il.” Hence, the concept refers to the capacity to recover, adjust, adapt, or cope with difficult

or negative experiences, threats, tragedy, trauma or any form of adversity. As such, three

critical dimensions characterise resilience, the absorptive, adaptive and transformative

capacities. The absorptive capacity speaks to various coping strategies adopted to moderate

or buffer the effects of shocks and stressors. Adaptive, on the other hand, refers to the

capacity to learn and utilise experience and knowledge to adjust one’s responses to changes.

Whereas transformative, considers how something new can be created, when what

previously existed is no longer tenable.

It should also be noted that the concept can be applied at different levels of aggregation:

individuals, households, communities, organizations, and systems or states. Resilience is

therefore a multi-disciplinary concept, with applicability in a myriad of context inclusive of

sustainable development, human development, and more recently social protection and

poverty reduction.

As a consequence, this strategic goal Promoting Resilience for All can be considered a

primary or unifying goal in the Ministry’s overall agenda, given its essential role in many of

its strategic initiatives. One of the key documents impacting the strategic direction of the

Ministry is the National Social Mitigation Plan (NSMP), which has as its theme: “Building

Resilience to Secure a Nation.” In this Plan, focuses on building a resilient population to

IMPACT STATEMENT: By 2023, the population

understands and embraces resilience as necessary for

personal, family and national development


43

cope with the current economic downturn and to build capacity to withstand future shocks

and stressors.

A critical approach to building a more resilient population involves treating with some of

the identified challenges that have thwarted the development agenda of the country over

the years. Those challenges that in particular, speak to areas of culture, values and

attitudes that require transformation as part of the National Development Strategy (NDS)

2016 – 2030, Vision 2030.

In particular, as a Ministry we are also aware of some of those non-progressive attitudes

and values, as well as the “culture of dependency” that have, on the one hand, fostered a

sense of entitlement, and an unwillingness to be self-sustaining and independent, on the

other. The Ministry therefore has a core responsibility to engender the values, attitudes

and behaviours (VABs) that will not only enable development, but more specifically place

citizens on the footpath to self-reliance, stability and a sustainable quality of life. Goal 1

therefore has critical linkages with Goals 2 and 3, as we seek to strengthen and support

families, as well as address the social problem of poverty, inequality and vulnerability on

all fronts.

Resilience is also a multidimensional construct, with cultural and contextual variations. It

is also a function of an individual’s interaction with their environment. As such, the social

and political setting and the quality of the individual’s environment is just as critical as

individual-level factors. Therefore, measured consideration must also be paid to structural

deficiencies, and how existing social policies and services support or inhibit resilience. This

requires that the MSDFS work closely with its social partners to strengthen the social

protection system, and more specifically to build a robust social safety net (i.e. critical

synergies with Goal 3). Thereby facilitating a systems approach to resilience.

Consequently, to ensure a cohesive and integrated approach to resilience, a national policy

framework on resilience must be articulated. It will detail the main proponents of resilience

within the social sector, the core roles and responsibilities, as well as the targeted groups

and the various approaches to addressing identified risks and vulnerabilities across the life


44

course, i.e. the specific tools and activities for resilience-building. In this regard, the

MSDFS will also develop a National Resilience Framework for the Social Sector. It

should also be noted that implementation of the Ministry’s priority project, the National

Social Mitigation Plan is also an integral part of improving the overall social protection

system to facilitate increased resilience within the population. Consequently, the resilience

framework will incorporate some of the critical elements of the plan.

Lastly, the Ministry as an organisation also needs to be resilient, given the many social,

economic, political and environmental challenges that it must confront now and in the

future. For an organisation to survive and thrive, it must continuously reinvent and

redefine itself. Thus, even as we look forward to Goal 4, the Ministry must also embrace the

concept of resilience and invest in its employees towards building an efficient and adaptive

organisation that can withstand and overcome any challenge. A culture of continuous

learning, innovation and operating for results must be engendered in the organisation.

Given the transformative, all-embracing potential of the concept of resilience, the Ministry

must necessarily partner and collaborate with other key stakeholders, such as government

offices and agencies, civil society, non-governmental organisations, media, and the private

sector to achieve this goal of Resilience for All (RFA). It is therefore the role of the

Ministry to champion this approach and coordinate these efforts across the sector. The

strategic objectives with respect to this goal are as follows:

Facilitating greater capacity for resilience of the population by 10% (against

agreed human development indicators);

Increasing the incidence (over baseline) of progressive values, attitudes and

behaviours among the population (across all age groups/developmental

categories) by 20%.


45

“The family can be defined as the

primary institution within society

consisting of two or more

individuals with a continuing

genetic and/or legal relationship

that provides for the social,

economic, emotional, spiritual

and protective needs of its

members”

(adapted from the UN Definition of the Family)

Family structures exist in various forms in Trinidad and Tobago. These forms include the

nuclear family, extended family, single-parent family, reconstituted family, single-headed

and sibling families10. In spite of the form, the family is viewed as the nucleus of civilization

and the basic social unit of society, therefore, it is critical for the family to be protected,

empowered and transformed, which will ultimately redound to the country’s sustainable

social and economic development.

In recent years, the family has been faced with enormous challenges, both social and

economic. As a result, the country’s social fabric has become fragile and the present

environment is characterized by high rates of crime, gender-based violence, elder abuse,

substance abuse, homelessness, domestic violence and violence against children, increased

poverty, mental health challenges and other critical

issues. Furthermore, competing social issues continue to

place increasing demands on declining state resources,

which drives families deeper into crisis.

Family breakdown has psychosocial and socioeconomic

implications on children’s wellbeing. The research

10 Ministry of Social Development and Family Services

IMPACT STATEMENT: By 2023, families have

access to critical services to heal, empower

and thrive; and re-establish this institution as a

cornerstone of the society GOAL 2: PROTECT,

EMPOWER AND

TRANSFORM FAMILIES


46

confirms that for children who experience family breakdown and. family instability, it is not

just an emotional tragedy for them but for families as well and this can also contribute to

poverty and social exclusion.

Moreover, family structure and upbringing influence the social character and personality of

any given society. The family provides primary socialization where basic values and norms

of cultures are learned. It is within the family, individual/s learn to love, to care, to be

compassionate, to be ethical, to be honest, to be fair, to use reasoning and to have values

which are essential for existing and contributing to the positive development of society.

Consequently, it is important to ensure that the family is supported in order to build a

society with individuals that are physically, spiritually, mentally and emotionally resilient.

The Ministry, as part of its overall strategy, will utilize a multifaceted and multi-

disciplinary approach involving greater cooperation and coordination among agencies that

will protect, empower and transform the family in pursuit of the following strategic

objectives:

Increase the level of support provided to families by 30%;

Increase inclusion of vulnerable groups11 by 25% to restore family cohesion and

functionality.

11 Persons with disabilities, street dwellers, deportees, ex-prisoners, refugees, asylum seekers, human trafficking victims,

migrants, substance abusers


47

As a strategic partner in Government’s efforts towards reducing poverty, vulnerability and

inequality in Trinidad and Tobago, MSDFS is committed to working with social sector

agencies, individuals, families and communities towards achieving sustainable

livelihoods12.

With a mandate to improve the standard of living conditions and quality of life of the

population, concerted efforts by this Ministry and other social sector partners have had

differing impact throughout society. While improvements have been noted, segments of the

population continue to live in substandard conditions, experience poor health, earn low

incomes, find difficulty in acquiring decent jobs and seemingly inept to realize their

potential.

The Government of the Republic of Trinidad and Tobago (GORTT) continues to allocate

significant investment towards its social safety nets (SSN) to assist the population’s needs.

Safety nets are an integral component of governments’ poverty reduction thrust and in the

Latin America and Caribbean (LAC) region. For example, average spending on SSN

programmes as a % of GDP has increased from 0.3% of GDP in 2000 to more than 1.5% in

12 Sustainable Livelihoods is “increasing people’s capacity to provide for themselves and lift themselves out of poverty”-

Swedish International Development Cooperation Agency (Sida)

IMPACT STATEMENT: By 2023, Trinidad and Tobago will

have significantly reduced poverty levels to less than

10% of the population, reduce inequality and promote

inclusion among vulnerable groups on track to surpass

SDG targets. GOAL 3: REDUCE AND

PREVENT POVERTY,

VULNERABILITY AND

INEQUALITY


48

201513. The GORTT has allocated 20%-24% of GDP on an annual basis to social sector

Ministries over the last five years.

This extensive social protection system, which comprises a wide-ranging social safety net,

plays a critical role in protecting families and individuals from impact of economic shocks,

natural disasters, and other crises. Initiatives range from cash, near-cash and in-kind

transfers, public work programmes, subsidies and fee waivers.

Several local and international reports have highlighted the need for improvements in the

management of Government’s safety net programmes. This recommendation is due to

duplication of social programmes within and across Ministries, weak targeting

mechanisms, poorly designed initiatives, absence of a central beneficiary system and

inadequate monitoring and evaluation processes.

Accordingly, the Ministry will undertake several initiatives to improve efficiency and

effectiveness of the social programmes. This will include a review of social programmes;

implement and continuously assess its targeting mechanism(s); implement a single intake

form; develop exit strategies for social programmes; adopt an integrated approach to service

delivery and strengthen stakeholder collaboration. Government transfers an enormous

amount of grants to citizens and organizations in pursuit of improving the quality of life of

citizens of Trinidad and Tobago. However, Government intends to remedy inefficiency and

ineffectiveness of these transfers since overlaps and duplications which exist between

Ministries. Accordingly, a National Grants Policy would be finalized in collaboration with

the Ministry of Planning and Development and other sector partners.

Given this country’s economic challenges, including limited public resources, Government is

required to strengthen its systems, procedures and institutions and exercise financial

prudence while enhancing delivery of its social services. Accordingly, MSDFS has developed

a Standard Means Test for selected safety net programmes under its purview to ensure that

individuals and households, most in need, receive assistance. Other Social Sector Ministries

intend to use the SMT as a benchmark for their own poverty-reduction programmes.

13 World Bank Report- Closing the Gap: The State of Social Safety Nets 2017, “Safety Nets where Needs are Greatest”.


49

The concept of Poverty is viewed in the new age as a social issue with multi-dimensions,

which affect the lives of millions. Despite T&T’s traditional high-income status, sectors of

the population continue to live below the poverty line. The current plethora of social

services, products and programmes managed by various Ministries whilst fitting within

broad Government policy, there is no detailed Poverty Reduction Plan that will allow for an

assessment of results within set timeframes. As such, MSDFS is expected to finalise the

development of a National Poverty Reduction Strategy in collaboration with UNDP, to

allow for the rationalization, improved targeting and monitoring and evaluation of the

country’s poverty reduction strategies.

The Ministry’s pursuit of other suitable strategies for reducing poverty, inequality and

vulnerabilities would include the development of conceptual and analytical frameworks

such as the sustainable livelihood approach, the social risk management and the life-cycle

approach.

In this context, coupled with the impact of the economic downturn on our population, it is

imperative that the Ministry continually improves its operations towards greater efficiency

and improved delivery to its clients; alongside comparative efforts among its range of

partners in the social sector. In that regard Goal 3, is informed by the United Nations’

Sustainable Development Goals (SDGs), specifically:

SDG 1- End poverty in all its forms everywhere;

SDG 8- Promote sustained, inclusive and sustainable economic growth, full and

productive employment and decent work for all;

SDG 10- Reduce inequality within and among countries

SDG 16- Promote peaceful and inclusive societies for sustainable development,

provide access to justice for all and build effective, accountable and inclusive

institutions at all levels.

This Goal also responds to the National Development Strategy 2016-2030 (VISION 2030),

Theme I ‘Putting People First: Nurturing Our Greatest Asset’ and the National

Performance Framework 2017-2020.


50

Over the Plan’s five-year period, the Ministry will focus on the following lines of actions in

relation to the following strategic objectives:

Continually improve strategies for poverty reduction and promoting the

reduction in inequality and vulnerability through stakeholder consultation;

Foster strong, beneficial collaboration among social sector partners compliant

with international standards for good governance for the social sector.

IMPACT STATEMENT: By 2023, the Ministry will be a best-in-class

organization, characterised by a culture of service excellence,

innovation, effective resource management and resilience

GOAL 4: A MODERN,

CLIENT-CENTRED,

HIGH PERFORMANCE

ORGANIZATION


51

Every organization carries with it, its own unique and distinct characteristics, which are

improved through methods of managing and thus sustaining high performance. There are

five dimensions of a high-performance organization which comprise leadership, design,

people, change management and culture and engagement. Factors that influence high

performance organizations consists of: visionary and participatory leadership; proactive and

innovative behavior; constant contact with the clients; autonomy and ‘entrepreneurship’;

hands-on management; agile, continually improving systems, processes and practices; and

having the right people, with the right skills, in the right place, empowered, celebrated and

motivated. This is the intent of the Ministry – to create a high-quality working

environment for its workforce, recognizing that the staff are the first ‘client’ of the Ministry

and must themselves realize the benefits of quality of life and resilience of the population

they serve.

Therefore, over the Plan’s five-year period the Ministry will focus its attention on three

wider ranging, interoperable lines of action:

Improve organisational performance by 50% against agreed management and

efficiency indicators;

Improve Client Perception of the MSDFS by 50%;

Establish a culture of continuous learning, innovation and operating for results.

4.4 The Implementation Framework to 2023

In light of the Ministry’s Business Canvas (p. 20), the Implementation Framework at Table

2 highlights the three ‘pillars’ of MSDFS’ value proposition – social protection, human

capital development and employee development, against the four goals. Specific action to

be taken in relation to each goal and the attendant strategic objectives are outlined, aligned

way the ‘Key Activities’ of the Canvas. Co-creators and Key Partners are identified for each

initiative, along with performance indicators which re aligned with the ‘Outcome Streams’

in the Canvas.

The Implementation Framework follows at Table 2.


52


53

Table 2: The Implementation Framework to 2023

OBJECTIVES

MAJOR INITIATIVES

PERFORMANCE INDICATORS

TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

GOAL 1: PROMOTE RESILIENCE FOR ALL

1. Facilitate

greater

capacity for

resilience of the

population by

10% (against

agreed human

development

indicators)

a. Establish a national resilience

framework for the Social

Sector

Completed resilience

framework

Signed MOUs among


Committee for NRFSS

established14

No. of persons enrolled in

resilience-building

programmes/initiatives

% improvement against

resilience indicators

2019 Office of the HM

Office of the PS

Committee

responsible for

NRFSS

Social sector

partners – public

sector, private

sector, civil

society,

international

community

Consultation among

stakeholders is needed to

define resilience for the

population. In the short

term, the data from the

NSMP can guide authors.

Coherence across social

sector initiatives is needed

to ensure there is minimal

duplication of efforts

b. Advance implementation of

the NSMP

Service agreements

among providers

No. of persons accessing

services in keeping with

the NSMP annually

No. of persons exiting

social safety net

programmes annually

% of programmes/

initiatives implemented

towards facilitating a

greater capacity for

resilience in the

population

(disaggregated by age

group and

community/region)

Phase I 2020

Phases II and III to

2023

Office of the PS

Corporate

Communications

& Education

All Delivery Units

Social Sector

Partners (named

in the NSMP)

There is a well-designed

implementation framework

for the MNSP. It will be

important to establish the

managerial arrangements

to enable successful

implementation including

decision-making and

consultation modalities;

MOUs and/or SLAs for

effective collaboration,

monitoring and evaluation.

The implementation of the

NSMP will be an excellent

opportunity to build

momentum for social

transformation in the short

term to 2020

14 Building on current governance arrangements e.g. with the NSMP


54

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

GOAL 1: PROMOTE RESILIENCE FOR ALL

c. Promote the STEP-UP Model

Completed STEP-UP Model

Model piloted in 5 selected

programmes

No. of social programmes

embracing the STEP UP

Model

2019

2019 – 2020

2022

Office of the PS

CCEU

PPPDD

SID

M& E

IT

Selected Delivery

Units (for pilot)

This is an important initiative

to guide client groups

towards self-reliance and

resilience. Therefor piloting

the model will be

important.

Moreover, a strong

behaviour-change based

education campaign

(linked with the VABs

Campaign) will be needed

to undergird

implementation

2. Increase the

incidence (over

baseline) of

progressive

values,

attitudes and

behaviours

among the

population

(across all age

groups/develo

pmental

categories) by

20%

a. Develop a VABs Strategy

b. Design and implement (in

collaboration with partners)

a National VABs Campaign

- Mainstream VABs in all

MSDFS service delivery

programmes by 2023

Completed VABs Strategy

% of programmes/

initiatives implemented

towards the promotion of

positive VABs

% of Population enrolled in

VABs

Programmes/initiatives

% of progressive VABs vs

non-progressive VABS

reported in International

Surveys E.g. Corruption

index, GCI etc.

Mainstreaming of the

strategy in all service

delivery programmes by

2023

2019

2018 (programme

launch)

2019 – 2023

Office of the PS

CCEU

SID

All Service

delivery units

Though led by MSDFS, the

VABs Campaign is

dependent on strong

interagency relationships.

The mechanisms for shared

governance, dialogue,

multiagency teamwork,

and monitoring and

evaluation must support this

initiative


55

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

GOAL 2: PROTECT, EMPOWER AND TRANSFORM FAMILIES

1. Increase the

level of support

provided to

families by 30%

a. Provide support

mechanisms for the

strengthening of the

family system viz.:

- Information and

advocacy services

- Counselling and

referral services

- Basic needs/financial

assistance

- Places of shelter/care

and infrastructural

support

- Policy and legislation

b. Build awareness and

access to services for

positive family

development in

collaboration with

partners e.g.

- Public education and

sensitisation

- Restorative

programmes

- Parent education,

participation and

support groups

- Mental health,

mediation and crisis

intervention

- Training in

areas/issues related

to the family

- Building family

resilience – ability to

adapt and cope with

stress and adversity

Output Indicators:

No. of counselling sessions

conducted

No of persons receiving

counselling

No. of referrals made

No of families receiving

financial support

No. of places of care

available (by

community/municipal region)

No of policies and/or

legislation generated

No of public education and

sensitisation campaigns

conducted

No of programmes

developed

No. of parenting programmes

conducted (by


No. of parents attending

parenting programmes (by


No of crisis intervention cases

No of training sessions

conducted (by


No of family resilience

building initiatives conducted

No of partnerships and

collaborations

Outcome Indicators:

Public awareness of support

services available

Access to support services

available (reach indicators)

Year 1 (2019) is to

establish a

baseline

10% increase per

annum

Office of the PS

Selected Delivery

Units

National Family

Services

Disability Affairs

Unit

Division of Ageing

Social Welfare

Division

National Social

Development

Programme

PIU

PPPDD

CCEU

GAPP

RAPP

NGO Unit

SDU

New Horizons

Piparo

Empowerment

Centre

Partner Social

Sector Ministries

MOE

MoH

MLSED

MCDCA

MSYA

OPM – GCA

Civil Society

The national development

strategy emphasizes the

critical role of the family

institution to the wellbeing

of the society. In that

regard, to 2023, MSDFS will

adopt a bi-focal approach

treating with i) restorative

interventions and well as ii)

preventative interventions,

building capacity for

‘universal’ access to family

services.

Going forward interventions

must be supported by

quality research, including

regional and community

needs assessments,

recognizing that ‘family’

has varying expressions and

needs in a multi-ethnic

society

These interventions are

closely linked and build on

interventions in Goal 1 (e.g.

VAB Campaign) and Goal

3 (e.g. poverty reduction

and prevention)

An important undertaking

will be to rationalize family

services across social sector

partners. A unique

identifier for households

can lead to improved

service delivery by


56

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


(linkages with goal 1)

by region

Use rate of support services

available

Satisfaction with support

services available

% of families who feel that

services and supports have

helped them

% of families who report

satisfaction with the

information and supports

received

Impact Indicators:

% decrease in the

disintegration of families by

region

25% decrease in divorce

rates

% decrease in child

abuse/child maltreatment

cases or reports

20% decrease in domestic

violence cases/reports

Reduction in elder abuse

cases/reports

Rate of eviction of families or

family members

% decrease in the incidences

of crimes happening within

families

Reduction in the incidence of

drug use among family

members

customizing the support

services provided to each

household as well as ensure

that more families have

access to services.

These interventions present

excellent opportunities for

collaboration across

private, public and civil

society institutions and the

citizenry.

2. Increase

inclusion of

vulnerable

a. Develop/institute

programmes, in

collaboration with

Output Indicators:

No. of rehabilitation

initiatives/services available

Year 1 (2019) to

establish a

baseline

As above In light of the vagaries of

the socioeconomic

environment, ‘vulnerability’


57

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


groups15 by 25%

to restore family

cohesion and

functionality

partners, for the

rehabilitation and

recovery of vulnerable

groups for integration/

reintegration into families

and conducted

No. of reintegration services

available by category of

vulnerable group

Usage rate of services by

target group

Outcome Indicators:

% persons rehabilitated

% persons reintegrated

Level of awareness of the

needs of the vulnerable

population

Labour market participation

rate of vulnerable groups

School participation rate of

vulnerable groups (access

to/participation in state

provided educational

opportunities)

Level of satisfaction of

vulnerable groups with

services provided

Relapse rates (where

applicable)

Impact Indicators:

Reduction in street dwellers;

Level of homelessness among

the vulnerable group

% change in reports of

discrimination from EOC

2020 – 3 selected

pilot programmes

2023 full

implementation

becomes a moving target

for the Ministry and its

partners. Successful

realization of the goal will

ten require a willingness

and capacity for

innovation as outlined in

Goal 4.

Mechanisms for

coordination among

entities serving these target

groups will ensure effective

delivery of services and

cost management. In that

regard, the data

management systems and

communications support

must enable such

coordination action.

Increased awareness and

education of the public

around the concepts and

importance of inclusion

and vulnerability would be

necessary – part of the VAB

campaign.

15 Persons with special needs, street dwellers, deportees, ex-prisoners, refugees, asylum seekers, human trafficking victims, migrants, substance abusers


58

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

GOAL 3: REDUCE AND PREVENT POVERTY, VULNERABILITY AND INEQUALITY

1. Continually

improve

strategies for

poverty

reduction

through

stakeholder

consultation

a. Develop and implement

a National Poverty

Reduction Strategy,

including the following:

- Improved targeting

mechanisms for social

programmes

- Improved

mechanisms to

reduce vulnerability

and inequality

- Improved

mechanisms for

monitoring and

evaluating the

effectiveness of the

Ministry’s social

programmes

b. Strengthen and develop

initiatives, informed by the

Strategy, to enhance

opportunities and income

security, and facilitate

empowerment to reduce

vulnerability of target

groups

c. Improve individual and

household capacities

and assets (against

agreed indicators)

d. Facilitate entrepreneurial

training and small-scale

income generating

% of social programme for

which a means test is

applied

Number of persons assessed

by the Standard Means Test

(SMT)

% reduction of the Gini

coefficient by 0.34 by 2023

10% reduction in the level of

poverty

10% reduction in the

vulnerability gap

% of the vulnerable persons

matched to an appropriate

social programme

(disaggregated by

programme, gender and

age)

No. and % of Social Welfare

Offices fully staffed

Customer satisfaction rate

by service and office

location

% of social programmes for

which M&E procedures are

implemented

Percentage of social

programmes audited

annually (disaggregated by

programme)

% of persons who graduated

out of social programmes

within the established

timeframe

No. and % of persons

rehabilitated

Strategy by 2020

Roll out of

Strategy from 2020

Office of the PS

Social Welfare

Division

Social

Investigations

Division

Family Services

Division

Policy,

Programme

Planning and

Development

Division

M & E Division

Human Resource

Management

Audit Unit

Social Sector

Partners

Ministry of Labour

and Small

Enterprise

Development

SW

SDU

Piparo

Empowerment

Centre

Adult Education

Unit

SID

Social sector

partners

Poverty prevention and

reduction is at the heart of

the mandate for MSDFS.

Notwithstanding

substantive investment in

poverty mitigation the

problem persists and has

been exacerbated by the

economic downturn. The

preparation of the NPRS is

the opportunity to

establish the current

benchmark indicators16 for

poverty, assess those

programmes that work

and the amend/discard

non-productive

programmes, and

establish a basis for

calculating return on

investment of key social

programmes. In addition,

the Strategy will establish a

basis for increasing

emphasis on poverty

prevention.

The initiatives here will be

supported by research,

effective partnerships, the

improvement of

management information

systems and the push for a

unique identifier for

improved case

management.

16 Poverty indicators for Trinidad and Tobago are dated


59

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


opportunities in

collaboration with

partners

No. and % of persons re-

integrated by programme

No. of persons enrolled in the

Adult Education Programme

No. of persons enrolled into

the STEP-UP programme

annually

Average length of time

spent in STEP-UP programme

Eliminate indigence

Notably, parallel to the

development of the NPRS,

in the short term to 2020,

specific poverty mitigation

initiatives will be

implemented through the

NSMP (Phase I).

2. Foster strong,

beneficial

collaboration

among social

sector partners

compliant with

international

standards good

governance for

the social

sector

1. Establish and maintain

stakeholder collaboration

and partnerships

- Conduct meetings of

Social Sector Policy

Committee and

Research Council

- Establishment of a

SSIP sub-unit in the SID

2. Coordination of the

Social Sector Committee

for the Vision 2030

- Build capacity for

compliance among

NGO institutions

Percentage of social sector

partners implementing the

Social Mitigation Plan

Number of referrals made by

the MSDFS to other social

sector ministries

No. of meetings held of both

Committees

Sub-unit established

Publication of annual SSIP

document

No of meetings of

Committee held

Funding management

indicators17 as agreed

SID

PPPDD

The objective addresses a

critical requirement for

efficient and effective

delivery of services – the

capacity of delivery

partners. Therefore, these

initiatives are a priority in

the first phase of the roll

out of strategic plan as a

pre-requisite for

enhancing the quality and

expanding the range of

social services, for

example in rolling out the

NSMP

17 E.g. timeliness for funding allocation, ease of funding process, compliance with financial management regulations/processes/practices, financial reporting


60

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


3. Conduct periodic

assessments of NGOs to

build their capacity to

effectively reach target

groups

Training Needs Assessment

Report

Capacity Building Plan and

Schedule

No. of capacity building

sessions held annually

No. of NGOs attending

training

Online supports available

for NGO partners (via

website portal)

Usage rate of online

support

No. of proposals

developed using template

No and % of proposals

approved

No and % of assessments

conducted annually

Training Evaluation Reports

2019

2019 roll out

Non-Government

Unit

M&E Unit

Internal partners

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

GOAL 4: ENSURE A MODERN, CLIENT-CENTERED, HIGH PERFORMANCE ORGANIZATION


61

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

1. Improve

organisational

performance

by 50% against

agreed

management

and efficiency

indicators

2. Improve Client

Perception of

the MSDFS by

50%

a. Critically review and

enhance service delivery

systems and processes to

continually improve client

care at the point of

interface, including:

- Continuous review of

social

programmes/services

based on robust social

research to ensure

they are effective,

efficient and remain

relevant

- Review and improving

of the Ministry’s Means

Test

- Continuous

improvement of

processing times for

grants

- Development of a

Central Beneficiary

Registry (CBR)

Develop and

implement of

a single intake

form

- Implementation of

ISEMS

- Implementation of an

Integrated Approach

to the Delivery of

Social Services for the

MSDFS

- Establishment of a

Customer Relations

Management System

- Establish a quality

assurance function


by service and office

location

% of processes re-

engineered (indicator

disaggregated by

department)

SOPs in place and being

implemented by Q3 2019

Outcome, impact

indicators of social

programmes (ROI)

Programme review and

evaluation reports

(efficiency and

effectiveness indicators)

% of applications

processed within the

stipulated timeframes

(efficiency indicators)

Single intake form in place

by Q2 2019

Usage rate of single intake

form

No and % of MSDFS staff

trained in Premium Client

Care

Evaluation on the

implementation of the

standard means test

(effectiveness indicators)

% of MSDFS Clients on the

CBR by

service/programme)

% of population accessing

services via the Social

Support and

Empowerment Unit

Quality Assurance Unit

established by Q3 2019

2018 - 2020 Office of the PS

Office of the DPS

Office of the CTO

PPPDD

SID

M&E

All Programme

Division and Units

ICT

This objective focuses on

the consistent delivery of

world-class social services.

In the first instance, the

Ministry will address its

indigenous services and

then collaborate with

partners for agreement on

quality standards.

Key initiatives within this

objective include

upgrading of the Means

Test, introduction of a

central registry and a

unique identifier; all

geared to ensure high

quality as well as greater

relevance, reach and

equity in the delivery

system. In that regard, the

Ministry will seek to secure

the buy in of social sector

partners to adopt shared

systems.

An important this initiative

is the introduction of the

quality management

function which will support

all service (and

management) units to

establish standards, SOPs,

assess quality levels, and

maintain (even surpass)

agreed standards.


62

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

- Institutionalisation of

customer service

training (Premium

Client Care)

Quality management

system developed/ Quality

assurance18 standards and

protocols developed by

Q2 2020


Response rate to critical

issues/complaints

No. of client complaints

received

a. Strengthen the strategic

management of the

Ministry for

forecasting/research,

analysis, visioning,

planning, work

programming/

implementation,

monitoring, evaluation

(outputs, outcomes and

impacts) and agile

management

Strategic Management

Unit in the Office of the PS

by Q4 2019

M & E framework in place

by Q4 2019, M & E system

by Q4 2019

Socio-Economic Indicator

Database by 2019

Indicators developed for

divisional/unit work plans

No and % of divisions/units

submitting quarterly and

annual work plan reports

% of planned activities that

were achieved

2018 – 2019 Office of the PS

Strategic

Management Unit

M&E

IT

In the highly dynamic

operating environment

forecast over the Plan’s five-

year period, a strong strategic

management function

becomes paramount. The

proposed Unit will be

responsible for monitoring,

tracking and feeding critical

information on plan

implementation to the

Ministry’s leadership to affirm

and celebrate success and,

where necessary, ‘break log

jams’. The Unit also will

maintain consistent scanning

of the environment (in

collaboration with SI),

facilitate monthly and

quarterly reporting and

annual review and ‘rolling’

implementation of the Plan

18 A quality system is defined as the organizational structure, responsibilities, processes, procedures and resources for implementing quality management. Quality

management includes those aspects of the overall management function that determine and implement the Company quality policy and quality objectives. Both

quality control and quality assurance are parts of quality management.


63

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


b. Critically review and

enhance HRM systems

and processes:

- Recruitment and

retention

o Recruitment

Policy

Developed and

approved

o Staffing needs

analysis

(competency

based) for

critical

departments

o Development

and

enforcement of

an exit strategy

o Succession

management

- Performance

Management viz.

o Development of

Employee work

plans inclusive

of output and

performance

indicators

o Implementation

of quarterly and

annual

Performance

Appraisals

o Strategies to

measure

leadership

effectiveness

% of processes re-engineered

(indicator disaggregated by

department)


implemented across the

various MSDFS offices

No. of training sessions held

on work management and

performance management

No. of new employees

receiving orientation and

induction training

Publication of an Orientation

Manual by Q3 2019

% of vacancies filled

(contract and public service)

within a set timeframe

HR helpdesk in place to

address staff issues

Annual employee work plans

developed in the last quarter

of the previous fiscal year

% of divisions/units that

comply with implementation

of quarterly and annual

performance appraisals

% of staff receiving

outstanding ratings

% of staff receiving poor

ratings

No and % of staff requiring

remedial interventions (as

indicated in performance

appraisal)

% of staff receiving remedial

interventions (as indicated in

performance appraisal)

Annual rolling training and

2018 – 2020

2019

2019

Office of the PS

Human

Resource

Management

General

Administration

Managers and

Staff of all

Divisions and

Units

MPA

PMCD

The review and upgrade of

human resource

management systems is

requisite for the desired

levels of performance of the

Ministry, considering an

expanded mandate.

To aim is to resolve

challenges such as

inefficient management of

contract staff, low

employee morale, and staff

training and development.

Altogether strategic HRM will

be emphasized to ensure

there are ‘the right people

in the right place’ properly

tasked and managed for

high performance.

Several substantive changes

are proposed in the ways of

thinking and working. While

is the Ministry has the

talented cadre of staff,

some proposed changes

would require a

strengthening of capacity

and capability for success.

More generally, the rapidly

evolving social sector

requires the Ministry

continually invest in

professional development.

The training plan is needed

to reinforce this ethic. The


64

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS

(such as MPMF)

- Training and

Development

o Training and

development

strategies

o 2 year rolling

strategic training

plan

- Rewards and

Recognition

Initiative/System

development plan in place

by Q4 2018

No. of % of staff receiving

training

No and % of leader/

managers exposed to

developmental initiatives

Rewards and Recognition

System launched by FY 2020

training needs analysis is

vital and should be the basis

for developing personal

learning plans of staff that

culminate in the proposed

training plan. Implementing

the Plan will require some

creativity to control costs,

but there is the opportunity

to leverage partnerships

To support the change in

ways of thinking and

working a change

management approach will

undergird these initiatives, in

particular champions for

change at different levels of

the Ministry, a robust Internal

communication strategy

and effective monitoring

mechanisms for established

work plans.


65

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


c. Design and implement an

employee engagement

strategy viz.

- Strengthen internal

communication for

effective information

sharing, dialogue and

feedback

- Opportunities for

professional and

personal development

- Strengthen the

knowledge sharing

platform

- Promote two

organization-wide

social/family events

annually

- Institute quarterly town

hall sessions to update

on strategic

implementation,

achievements of goals

and targets etc.

- Introduce activities to

foster creativity and

innovation among staff

Approved employee

engagement programme

No. of staff interactions

held annually

% employees with personal

development plans

No. and % staff

participating in

engagement activities

Staff satisfaction

Joint Consultative

Committee (JCC)

established by end of Q1

2019

Q1 2019

Office of the PS

HR

All Heads of

Divisions, Units

This is a high-priority initiative

for the Ministry, where

employee motivation is

waning while the demand

for quality social services is

increasing. Long standing

issues must be resolved.

The engagement strategy

proposed is designed to

build on the early ‘wins’.

Where possible, the actions

recommended are low

cost/high impact.

Among the most urgent will

be strengthening internal

communication and staff

personal development

plans


66

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


d. Complete the restructuring

exercise for the Ministry in

alignment with the business

strategy.

Completed restructuring

strategy

Completed readiness

assessment by end of Q2

2019

Approved organizational

design

Recruitment exercise

Annual FOIA submission

2019

Q2 2019 Office of the PS

Office of the

DPS

HR

All Division and

Unit Heads

MPA

PMCD

The Ministry has already

begun as process of

transformation which will be

further informed by the new

strategy, for example with

respect to the quality

assurance function.

e. Critically review and

enhance management

systems and processes

including to development

of SOPs viz.

- Accounting

- budgeting

- procurement (in

accordance new with

legal/regulatory

requirements)

- General administrative

processes (inclusive of

the Registry and

Library)

No. of processes re-

engineered (indicator

disaggregated by service

line, department)




Procurement Unit

established

Compliance rate with

public sector finance and

administrative regulations

2018 – 2020 Office of the PS

Office of the

DPS

Accounts

Division

General

Administration

Improving the efficiency

and effectiveness of its

business processes is a

critical success factor for

achieving operational

excellence in the delivery of

social services.

Adequate resources and

capability are needed to

support this initiative.

Moreover, staff must well

oriented to revised business

processes. Online SOPs will

support continuous training.

The proposed quality

assurance unit will be a lead

support for this initiative.


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OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


f. Critically review and

upgrade MSDFS’s facilities

- Establish and maintain

OSH compliance

across 100% of Ministry

offices

- Ensure that all MSDFS

locations are secured

(well managed

security service

contract)

- Develop and

implement a facilities

management plan to

bring all delivery

offices up to best in

class standards by

2023

Facilities management plan

by Q1 2019 based on

assessment of facilities

Procurement of security

firm to provide security

services at MSDFS Offices

Compliance rate with OSH

by location

% maintenance costs to

total operating costs for

social services

Ministry’s OSH Committee

established by end of Q1

2019

2018 – 2019

2023

Office of the PS

Office of the

DPS

Accounts

Division

General

Administration

This is a critical area for staff,

as the feeling of safety is

important for motivation

and wellbeing.

While it may appear costly,

the costs must be weighed

against the benefits related

to client satisfaction, staff

motivation and improved

productivity

g. Strengthen Internal

Auditing functions of the

Ministry to ensure the

organization’s compliance

with statutory requirements

as well as effectively

manage its statutory

agencies

No. of processes re-

engineered

IA SOPs in place and being



No of audit good practice

training sessions held

No of Ministry Divisions,

Units, statutory and similar

bodies under the purview

of the MSDFS audited

annually

Compliance rate with

public sector financial

regulations

No. of queries related to

the MSDFS in the annual

Auditor General Report

2019 Office of the PS

Office of the

DPS

Internal Audit

A strong audit function not

only ensures that the

Ministry’s and its agencies

are compliant with the

public sector financial

regulations, but the data

provided can be used to

calculate the contribution

to key socioeconomic

indicators. This kind of

reporting is still relatively

new, but is critical for

advocacy for the required

investment, even as

financial resources remain

scarce over the Plan’s five-

year period


68


69

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


h. Modernize the Ministry’s

ICT Infrastructure by 2020

viz.

- Upgrade ICT Systems

- Establish a Document

Management System

for the Ministry’s

records to digitize,

store, index and

retrieve electronic

corporate documents

in compatibility with

existing ISEM platform

(in collaboration with

iGovTT)

- Develop and roll out a

Business Continuity

Plan

- Establish a Customer

Relations

Management System

Data centre and storage

area network established

% of the Ministry’s Library

Services digitised

Document Management

System established

Re-engineered system

inclusive of data collection.

All data points converge

on the re-engineered

system and is the central

point of all data records.

Requirement Analysis

completed.

Change Management

training completed for all

data involved

Document Management

Policy developed

Communication

conducted to all staff or

other Ministries where the

data will be shared.

Quality management

system developed

% quality assurance

standards implemented

Employee satisfaction rate

Response rate to critical

issues/complaints

2020

2019

2019

2020

Office of the PS

Office of the

DPS

IT

General

Administration

All Heads of

Divisions/Units

iGovTT

International

Partners

ICT is a game changer for

the Ministry and its agencies

to transform social services

delivery. The goal is to allow

ICT to enable operational

excellent through superior

management information

systems.

Requirement Analysis to

determine functionality and

gaps which exist is needed

Real time information

sharing which facilitate a

world class customer

experience is a key desired

outcome of Vision 2030

Theme II ‘Delivering Good

Governance and Service

Excellence’.


70

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


i. Review and upgrade MSDFS

Corporate Communications

Strategy and systems for

internal and external

communications and

stakeholder management

Reach

Client and stakeholder

feedback rate

Media usage rates

Client awareness and

engagement

Strategy in

place by Q4

2018

Office of the PS

Corporate

Communications

General

Administration

All service

delivery divisions

and units

The Ministry has a strong

corporate communications

function but will be required

to do more with

implementation of the

Strategic Plan.

Communications will be the

‘lifeblood’ of the newly

positioned Ministry and its

agencies and the upgraded

suite of services. The

Corporate Communications

function must be assessed to

ensure adequate capacity.

ICT upgrades mat be needed

to facilitate operations at the

levels required

3. Establish a

culture of

continuous

learning,

innovation and

operating for

results

a. Establish programme and

advisory committees to

support implementation of

the NSMP

Committee in place by Q4

2018

Minutes of Committee

Meetings

NSMP Quarterly Reports

% of NSMP performance

targets met – quarterly

and annually

2018 Office of the PS

Office of the

CTO

All Service

Delivery

Divisions/Units

Corporate

Communications

ICT

All social sector

partners

Stakeholder collaboration is a

central pillar of the MSDFS

Strategic Plan. Such

partnerships are essential over

the Plan’s five-year period to

achieve the stated objectives.

Further, key targets for Vision

2030 will require strong

coordination, and therefore

the national strategy provides

a good basis for improved

coordination for the social

sector with regard to the

‘cluster’ around Theme I

‘Putting People First’

b. Develop and implement a

shared research agenda in

collaboration with partners

that promotes social

innovation and informs,

services delivery excellence

and good governance

Usage rate of research

reports

Revised research agenda

agreed among partners,

in place by Q1 2019

No. of research projects

annually

No and % of research

reports delivered annually

2019, annually


71

OBJECTIVES

MAJOR INITIATIVES


TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


c. Develop and implement a

shared social sector policy

agenda in collaboration

with partners as a basis of

coordination of

management and

operating practices.

Policy issues identified in

collaboration with

partners by Q4 annually

Policy issues included in

the research agenda

annually

Policy process SOPs in

place by Q4 2018

Advocacy and

communication plan

support policy agenda

Rate of policy adoption –

ministerial, Cabinet

No. and % of policy

outcomes achieved

Rate of compliance with

policy

2018, annually As above To achieve the intended

outcomes of this objectives,

the Ministry will have to build

capacity among all members

of staff for stakeholder

coordination and

management. Persons must

feel empowered to address

stakeholder issues promptly.

Internal processes required to

facilitate effective

collaboration and

coordination (e.g.

communication, M & E) will

also need to be assessed and

strengthened as needed.


72

OBJECTIVES

MAJOR INITIATIVES

PERFORMANCE

INDICATORS

TIMEFRAME

RESPONSIBILITY

ENABLERS/BARRIERS


d. Use shared ICT systems (e.g.

ISEMS and the MIS for Social

Sector Programmes

(proposed) to facilitate

effective coordination among

partners

No. of ISEMS training

sessions for staff, social

sector partners

Usage rate of ISEMS –

internal, among

partners

Multiagency

Committee

established for MISSSP

Proposal for MISSSP

submitted by Q2 2019

MISSSP in place by

2021

2019 ISEMS

2021 MISSSP

As above

e. Undertake a rationalization of

social services across partners

% of programmes and

services re-structured/

rationalised

No. of beneficiaries

served

Client satisfaction rate

Programme efficiency

and effectiveness

ratings of revised

programmes

2019 As above

f. Reestablishment of M&E

Facilitators

Number of training

session completed

% implementation of

the results-based

framework within the

Ministry

2019 As above Linked with implementation

of the Ministry’s M & E

system above


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4.5 Key Success Factors for Plan Implementation

To a great degree, successful strategy implementation is

predicated on the extent to which the strategy and related

initiatives are ‘uploaded’ or integrated into the day-to-day

operations of an organization. This process facilitates the

shift from strategic planning to operational planning.

The Ministry’s new strategy direction will be

accommodated and enabled through alignment with the

Ministry’s management and operating systems, such as

finance and accounting, human resource management,

project and programme management; as well as alignment

with the wider public service management system viz. the

budget cycle, procurement cycle, policy and legislative

process and personnel administration.

Indeed, the parity of attention given to institutional strengthening of the Ministry with

respect to Goal 4, signals our acknowledgment of the criticality of organizational readiness

for successful implementation of the Strategic Framework and improved delivery of social

services bearing in mind the findings of the PESTLE and SWOT Analyses (Appendix 2 and

Figure 8 respectively) – the capacity within the Ministry is the determining factor for

success.

The recommendations which follow are to reiterate the need for and promote urgent action

in key areas viz. human resource capacity and capability, finance (funding), support

operating systems, internal and external communications, stakeholder engagement, policy

and research, and monitoring and evaluation.

Empowering the differently abled...


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4.5.1 HUMAN RESOURCE CAPACITY AND CAPABILITY

Ensuring the human resource capacity and capability to support the Ministry’s strategy is a

two-fold agenda. Firstly, persons must be available in adequate numbers with the skills

and competencies required for successful implementation. Secondly, there is the need to

strengthen the HR system.

ENSURING THE SUPPLY OF HUMAN RESOURCES

Action is to be taken to build HR capacity and capability within the Ministry in keeping

with the strategic direction, as per Goal 4. This includes, in the context of the

organizational restructuring, ensuring the adequate numbers of staff for the desired level of

service delivery. A key initiative in this regard, will be resolving the challenge of contract

renewal and filling vacant positions for critical divisions and units.

In addition, training and development, employee engagement and talent management

initiatives will be implemented to keep employees motivated and focused on results. Other

key initiatives to build HR capacity and capability over the period include:

Conducting a rapid training needs assessment to inform to ensure the two strategic

training plan is data-led and evidence-based.

Promoting/supporting professional development of staff in key areas such as policy

management, monitoring and evaluation, strategic planning and management

Attracting technical expertise through cooperation with development partners

Leveraging the resource of officers that have been trained or have built experience

in critical areas as coaches and mentors to other staff

Improving mechanisms for recognition and reward (to retain talented officers)

Developing the performance management framework for greater accountability,

effective assessment and capacity building

Continuous Leadership Development

STRENGTHENING THE HR SYSTEM

Steps will also be taken to strengthen the HR System, with emphasis on recruitment

(strategic HRM, work force planning etc.), employee engagement and retention,


75

performance management, human resources information systems, and HR customer

care/customer service.

Initiatives to strengthen HR will be directed not just to the HR staff but to all managers

and supervisors given their role as it relates to employee engagement, talent management

and performance management for their teams.

4.5.2 RESOURCING IMPLEMENTATION – FUNDING

The Strategic Plan will be integrated with the Ministry’s budget for the new fiscal year

2019 and beyond. The presentation of the national budget in the weeks ahead is an

opportunity to request specific allocations of funds. In preparation, the Strategy will be

costed to inform the decision-making process and prioritization of actions to be taken.

Further to costing the plan, the judicious use of funding resources is paramount, and in

that regard ‘resource sensitivity’ is a guiding principle governing implementation. The

importance of careful management of funding resources for effective implementation,

highlights the critical role of the financial management function and departments within

the Ministry, including procurement.

Together with good management practice, the Ministry will leverage partnerships with

stakeholders to mobilize additional funding, as well as technical, technological and other

resources, for selected initiatives. This strategy will provide access to additional resources

in the challenging economic conditions predicted to characterize the implementation period.

4.5.3 STRENGTHENING SUPPORTING OPERATING SYSTEMS

Another important factor for successful implementation is the Ministry’s supporting

administrative systems including IT/management information support systems, legal,

procurement, project management and the like. Goal 4 seeks to address the integration of

appropriate information and communication technology to achieve world class social services

delivery. Steps to fortify and build these support systems will involve inter alia determining the

required enabling policies, procedures and practices.


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GOVERNANCE AND DECISION MAKING

Over the Plan’s five-year period, the Ministry will seek to strengthen governance

arrangements, within and with external stakeholders, to enable the new strategic direction.

This will include, collaboration with stakeholders – agreeing on roles and responsibilities

between the Ministry, its leadership, divisions, units, the statutory and agencies and social

sector partners. Modes of decision making in this multi-stakeholder arrangement will also

be clarified.

IT/MANAGEMENT SUPPORT SYSTEMS

The management information support (MIS) system and the information communications

and technology (ICT) system will be important to facilitate coordination, communication,

data sharing and other critical interactions among the various departments and

stakeholders working together on the initiatives in the Plan (Goal 4). Therefore, steps will

be taken early in the Plan’s five-year period to upgrade both hardware and software

systems to support strategy implementation. The upgrades proposed will also be crucial to

facilitate complex databases viz. ISEMS and the customer relations system as well as

improve general data management, data protection and continuity and timely access by

stakeholders. The upgraded systems must also support storage and cataloguing of

documents, work planning and programming and monitoring and evaluating.

PROJECT COORDINATION & MANAGEMENT

The goal over the Plan’s five-year period is to further build capacity for project coordination

and management. The Ministry has a solid track record in this regard but wishes to

strengthen this ‘system’ to facilitate several departments and stakeholders working

concurrently to achieve the shared deliverables and targets in the Plan. This will involve

reviewing and upgrading as needed the processes for developing, resourcing, executing and

evaluating our work programmes; as well as proposal writing, procurement and vendor

contract management.


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FINANCIAL MANAGEMENT AND PROCUREMENT

The Ministry will continue to improve its financial management system and ensure that

implementation of the Strategic Plan is in keeping with, and meets the requirements of, the

policies and procedures for good public management governing the Public Service of

Trinidad and Tobago.

Therefore, steps will be taken to train Ministry staff and the statutory agencies in key

aspects of the financial regulations, in particularly the new procurement system; and to

produce support protocols, easily accessible SOP manuals and reporting templates for inter

alia assessing proposals, budgeting, tracking use of funds across multiple implementing

agents, and financing and reporting on strategy implementation.

4.5.4 INTERNAL AND EXTERNAL COMMUNICATIONS

The Ministry has a good infrastructure in place for external communications. Agreed

protocols are in place for media relations, and there are fora for interaction with

stakeholders and interest groups. The website, Facebook page and other social media share

good information for persons visiting these sites. The Business Canvas (p. 20) refers.

However, the intent is to further strengthen external communication as part of improving

the overall quality of customer service and facilitate a new level of interaction with

beneficiaries, partners and other stakeholders. In this regard, the Ministry will develop a

supporting marketing and communications strategy and plan for the Strategy.

Moreover, early in the Plan’s five-year period the Ministry will focus attention on

developing its internal communications, recognizing that communication is the ‘lifeblood’ of

the organization. Indeed, the multi-stakeholder approach to implementation of the Plan

requires a new kind of coordinated response which makes robust, effective internal

communication essential for success. The Communication system must facilitate working

in teams within and across departments, as well as with external stakeholders; timely

sharing of information; good decision making; good work processes; and healthy

relationships among officers.


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Altogether, the Ministry’s communication system will facilitate: promotion/awareness of the

strategic direction for the Ministry and the social sector; collaboration among work

groups/partners; public education; advocacy; dialogue and decision making as issues arise;

public engagement/consultation in the policy process; monitoring and reporting; and

archiving, data management and clearing house activities.

A main challenge over the planning period will be to ensure that sustained resources are

available to fund the Communication programme and the development and maintenance of

the Ministry’s communication infrastructure. All efforts will be made to ensure that

communication initiatives undertaken are cost effective.

4.5.5 STAKEHOLDER ENGAGEMENT & PARTICIPATION – A

WHOLE OF SOCIETY APPROACH

Consistent stakeholder engagement and participation is paramount for implementation of

the Strategy given that a multi-sectoral approach being used, consistent with good

governance practice for social development. Therefore, in the Implementation Framework

matrix, for each measure/action laid out, a stakeholder group is named (The stakeholder

grouping per measure mentioned in the Framework is not exclusive).

The multi-sectoral (multi-stakeholder) or ‘whole of society’ approach to implementation

represents a significant shift of paradigm away from a more ‘siloed’ approach. Therefore,

careful attention will be given by the Ministry’s leadership and officers to consistently

practice stakeholder engagement to ensure buy-in and commitment to strategy

implementation.

Certainly, implementation will be dependent upon coordinated work programmes among

key partners with several actions taking place simultaneously towards shared targets and

timelines, which rationalizes the investment in good stakeholder management. In this

context, the range of social sector stakeholders highlighted at Appendix 1 can make

stakeholder management complex. In response, the Ministry has in place various

mechanisms for engagement. Building on these, in the short term, the Ministry will


79

initiate a calendar of non-crisis meetings with all key stakeholder groups and establish

protocols for stakeholder engagement.

4.5.6 THE POLICY & RESEARCH AGENDAS

Policy development and research are important, cross cutting actions in the

Implementation Framework. They are highlighted here bearing in mind the formal

processes which govern these initiatives. The Inter-Ministerial Social Policy Committee

(IMSPC) and the Inter-Ministerial Research Council (IMSRC) will play a lead role in

determining and promoting agenda over the Plan’s five-year period. The proposed

committees for the NSMP and the NRFSS will play a similar role once constituted.

Further, the Ministry will have clear work assignment and resources allocated to advance

the approved policy and research agendas through its respective inter-ministerial bodies.

The Research Council is expected to coordinate the National Social Research Agenda,

institutionalise the conduct of the Surveys of Living Conditions (SLC) and encourage data

sharing across Ministries. The IMSPC’s focus includes

Educating and informing public sector stakeholders of draft policy initiatives to

address social challenges, in line with Government’s social objectives;

Promoting synergy among social sector policies and reduce duplication of effort by

Ministries;

Monitoring the policy activities of all social sector Ministries and report periodically

to Cabinet; and

Enhancing evidence-based policy development and decision making within the social

sector.

Conducting ongoing activities in the social sector that still need to be implemented

and monitored. These include:

Providing recommendations for improved synergy among existing social

policies;

Maintaining the social policy database;

Providing recommendations for new policy areas informed by research.


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4.6 Managing Risks

The Situational Analysis and SWOT Analysis identified potential enablers and barriers for

successful implementation of the Strategic Plan. In addition, the Implementation Framework

includes a summary of potential enablers and barriers for each major initiative proposed. In

response, the Ministry generally will adopt the following contingency measures to manage the

risks associated with implementation:

a. Maintain a focus on research – Sound research is necessary for ensuring that actions

taken during implementation are relevant and meet specific needs for learners

and/or stakeholders. In this context, implementation is evidence/needs based and

results-driven, avoiding non-essential or low priority actions competing for the

limited resources available.

b. Strengthening for operational excellence – Improving operational efficiency and

effectiveness within Ministry (as outlined at Goal 4 above) will have tremendous

benefits for managing risk in implementation. One example is strengthening the M

& E function, which allow the Ministry to track implementation and where

necessary, proactively make adjustments to take account of any emerging

opportunities or challenges.

c. Quickly establish the M & E function and System – M & E will be used for i) ongoing

scanning of the operating environment, ii) checking the progress of implementation

for areas of achievement as well as ‘log jams’, and iii) determining the

results/effects/impacts (positive and negative) of implementation for target groups;

and in that regard, as noted above, quickly identify potential risks and develop a

course of action to resolve them.

d. Maintain consistent, effective stakeholder engagement – The Ministry will seek to

optimise the benefits of existing relationships as well as seek out new relationships

to support successful implementation. Effective stakeholder engagement will ensure

that multi-sectoral initiatives have a good chance of success, and that key

stakeholders (staff of Ministry as well as external partners) remain motivated and

committed. At the same time, it minimises risks associated with resistance to


81

change and conflict among stakeholders, which may stymie (even stall)

implementation of key projects.

e. Advocate for attention to ‘Impacting factors’ – The Ministry’s strategy for social

development is vulnerable to trends in the other human development sectors such as

labour, security (crime), health, housing and education. In that regard, the

Ministry, as part of its communication strategy, will actively advocate for/give

support to initiatives (e.g. by other ministries, statutory agencies, THA Divisions,

private sector or NGOs) which are designed mitigate or eliminate negative human

development trends.

f. Carefully manage available resources – The Ministry is committed to careful

management of resources available – people, money, technology and time – and

avoiding risks associated with ‘wastage’. Therefore, the Ministry with continually

review and amended as needed the set of criteria that supports decision making as it

relates to prioritizing and use of resources. Some key markers for resource use

include:

Advance the social development mandate – Is it important for delivering our

services?

Positive impact on the quality of life of the target group, population – will it

make a positive difference?

Assist in achieving agree goals and targets – will the target group, population

benefit?

Provide a significant return on investment, in terms of expected

results/outcomes – will use bring about desired results?

Eliminate barriers to progress in key areas – will use resolve a challenge or

problem?

g. Maintain strong, consistent communication – The Ministry’s upgrades

communications strategy and protocols will enable the timely flow of information to

i) clarify roles, responsibilities, needs, expectations and deliverables; ii) alert to

changes or issues can affect successful implementation; iii) keep stakeholders

engaged, motivated and committed and; iv) build trust and confidence in the efforts


82

to promote social development and resilience for Trinidad and Tobago. In this way,

effective communication will be a powerful force for managing risks.

4.7 Managing Change

Change is inevitable. Over the Plan’s five-year period to 2023, change in various forms will

impact the Ministry and its stakeholders to greater or lesser degrees. A Change Management

approach offers MSDFS a structured, systematic approach which helps leaders and managers

effectively link strategy with desired change in systems, structure, culture and people.

A number of proven change management frameworks may be used. Among them is Kotter’s

Eight Steps to Managing Change. Figure 10 lays out Kotter’s framework along with

recommendations for its application for managing implementation of Ministry’s Strategic

Framework.


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Carefully design communications to

consistently reach varying target

groups - from staff to students to

parents to implementing partners –

with vital information to move

implementation forward

Prioritize action to be taken and

establishing the M & E for tracking

progress from start up

Agree on the indicators to measure

progress

Establish reporting protocols as part of

communications

Ensure the new strategy and actions are

fully integrated into the day-to-day

business of Ministry

Align the strategy with key systems, e.g.

align performance management with

goals and targets to be achieved

Monitor progress and adjust

as needed as

implementation continues

Keep communication

consistent and enabling

Deepen communication

on the Strategic Plan for

wide awareness and

understanding of the

vision, the steps to be

taken and the expected

outcomes

Ensure staff and stakeholders

have the capacity to make the

desired contribution. Training,

communication, well defined

governance arrangements are

important at this stage.

Ensure adequate resources are

available as well.

Identify the ‘champions’ e.g. Minister, Inter-

ministerial Committees, PS, HOD, partners

Identify ‘change agents’ – persons,

stakeholders to build and keep momentum

Initiate communication,

particularly among key

stakeholders to share the

vision for the way forward

and promote the strategic

Plan

Step 1: Create a Sense of Urgency

Ste[ 2: Create a Guiding Coalition

Step 3: develop a Vision & Stratetgy

Step 4: Communicate the

Channge

Step 5: Empower Stakeholders for

Action

Step 6: Create Short Term Wins

Step 7: Consolidate Gains & Advance

Change

Step 8: Anchor Change in Culture

Figure 10: A Change Management Approach to Implementing the Strategic Framework


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5 MONITORING & EVALUATION

One of the great mistakes is to judge policies and programs by their

intentions rather than their results”

Milton Friedman

Monitoring and Evaluation is fundamental for providing essential information and evidence

regarding best practice and lessons learnt in implementing the Strategic Plan. M & E can

determine whether the set goals and objectives in the Strategy are being achieved and

verify the level of success of each of the components of the Implementation Framework.

Monitoring will involve the ongoing collection of information as it relates to the

implementation of activities in support of the goals and strategic objectives, and more

specifically in the Implementation Framework to determine:

What the Plan is actually doing

Whether it is operating efficiently

Whether activities are being implemented as intended

Periodic Evaluation will involve the collection of data to:

Make judgments about the overall effectiveness of the Strategy

Take action to improve effectiveness

Identify lessons learned to inform new planning

The goals, objectives and expected outcomes or targets outlined in the Implementation

Framework are the basis for the development of the M & E framework. Going forward

steps will be taken to more fully define the performance indicators, selecting those that

most effectively assess the extent to which the goals, objectives and targets set are met over

the Plan’s five-year period, and in that regard, allowing decision makers to determine areas

of strength and weakness and take timely action to fortify, expand or adjust the strategy as

needed. The development of the indicators will be an early task for the M & E Division.


85

At present, the indicators are defined in terms of outputs, outcomes and impacts, adopting

the Results Based Management model, which is the preferred model of the Ministry of

Planning and Development for strategic planning.

Other important next steps for developing the M & E system may include:

1. Strengthening the M & E Division and quickly build capacity to develop the M & E

system

2. Developing supportive policies for effective M & E across the social sector

3. Building capability for M & E across the whole Ministry and its agencies through

training

4. Reviewing and finalizing the targets and indicators in the Implementation

Framework, bearing in mind that the M & E system itself will be

developed/strengthened over this period

5. Further developing the work programme, based on the Implementation Framework,

and share widely for use as a basis for action, M & E and reporting

6. Determining how and by whom, data for the system will be collected in a timely

manner and with integrity. To this end, the Social Investigations Divisions in

collaboration with the M & E Division will develop standardized processes and tools

7. Developing the ICT and other supports required for good data management

8. Beginning discussions with the implementing partners to agree on their inputs in

the M & E system

9. Aligning budgeting and the development of the annual operational plan/work

programme with the M & E system

10. Aligning the performance management system with the M & E system, so that all

individuals, teams and departments could be assessed for their contribution to

strategic outcomes

11. Instituting effective reporting that will meet a multiplicity of internal and external

reporting needs. The Reporting framework will include:


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INTERNAL REPORTING

Monthly status reports of the status of the Operational Plan/Work

Programme (based on performance indicators)

Quarterly Reports on the status of the Operational Plan/Work Programme

Minutes of Strategy meetings

Project/Programme Status Reports (based on performance indicators)

EXTERNAL REPORTING

‘Real time’, weekly or monthly reporting to a range of stakeholders

Quarterly Status Reports for the Public, Partners, International Agencies

Annual administrative reports and reports on stewardship to submit to the

Parliament


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6 CONCLUDING STATEMENT

The MSDFS Strategic Plan 2018 – 2023, as designed, outlines the implementation

imperatives for social development and social sector development in Trinidad and Tobago in

light of the needs of the population and the vagaries of the changing socioeconomic

environment. The Plan also proposes strategic and change management modalities with

the necessary monitoring, measurement, and evaluation frameworks. The critical action

now is ‘buy in’ and onward movement.

An important aspect of successful

implementation for Ministry will be to build

on the achievements to date and the

inherent strengths of the organization. By

identifying the causal factors and drawing

on good practice, the Ministry will

significantly advance various other

initiatives in the Strategy. The Ministry

will also capitalise on the opportunities

which exist in the external environment to

propel its transformation agenda.

The Ministry places the lead responsibility for driving implementation of the Strategy

squarely on the shoulders of the executive. In so doing, the message will be clear that there

is consensus at the highest level for the Ministry’s strategic direction for the next five years.

This responsibility is vital for ensuring the Strategy does not ‘lie on a shelf’ but is

integrated into the day to day operations of the organization; guides/gives context for

actions taken and expenditure; undergirds a results-driven culture within the organization;

and remains dynamic and relevant over time.

Transforming Lives


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7 APPENDICES

Appendix 1 Stakeholders of the Ministry and their Interests

Appendix 2 Summary of PESTLE Analysis

Appendix 3 Glossary of Terms

Appendix 4: Legislative and Regulatory Framework


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Appendix 1: Key Stakeholders of MSDFS and Expectations

Stakeholder The Ministry’s expectations

of the Stakeholders

The Stakeholders’

expectations of the Ministry

Ministry of Finance Available funding for operations. Execution of budgeted projects;

Effective utilizations of funds; Timely

Reporting and budget submissions.

Staff High level performances. Availability of resources for staff to

perform jobs; Adequate

compensation; high quality Human

Resource services. Safe,

comfortable and healthy working

environment.

Chief Personnel

Officer (C.P.O)

Approval of reasonable and

acceptable Terms and Conditions

for staff.

Appropriate Job Descriptions and

Specifications for Positions.

Director of Personnel

Administration

Timely approval for public service

posts on the Establishment.

To provide relevant information on

a timely basis. To take action to fill

vacant posts.

Ministry of Planning

and Development

Effective collaboration. Timely submission of reports in

development and implementation

of programmes in accordance with

approved format.

Accurate reporting.

Projects to meet goals and

objectives of Vision 2030.

Ministry of Public

Administration and

Communication

Timely approval for staff structure,

units/departments and acquisition

of properties; assistance with

change management, training,

and projects/programmes and

communications plans at the

national level.

Proper rationale for new positions,

units/departments; Implementation

of recommendations for change;

effective utilization of trained staff.

Timely information.

Clients Honesty in their application for

assistance. Clients will utilize

Programmes effectively to

achieve self-sustainability.

Effective and efficient service

delivery that will improve their

quality of life

Confidentiality, respect and

excellent customer service.


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of the Stakeholders

The Stakeholders’


NGOs; FBOs; CBOs Timely submission of financial and

operational reports.

Value for money.

Effective and efficient delivery of

services.

Timely processing of requests for

subventions/grants and financial

releases.

Capacity building.

Effective monitoring and

evaluation of projects and

operations.

Ministry of Housing Timely provision of

accommodation for clients in

emergency situations.

Effective collaboration and timely

information.

Ministry of the

Attorney General and

Legal Affairs

Timely drafting of Legislation. Provision of all relevant information

for drafting of legislation.

Ministry of Education Facilitate training and

development for Clients.

Collaboration for the inculcating

of VABs for attaining the

development agenda.

Effective collaboration on inter-

ministerial committee that would

drive follow through on activities

and strengthen relations.

Clients will utilize training for

development and the Ministry will

facilitate effective collaboration.

Make collaborative and integrated

interventions a strategy for

effective development.

Ministry of Health Collaborate with MSDFS to

remove and treat physically and

mentally ill homeless persons.

Effective collaboration in the

development and

implementation of health-related

initiatives.

Effective collaboration.

Tobago House of

Assembly

Collaboration with MSDFS in the

delivery of social services

(especially Social Welfare).

Membership and contribution on

Inter-ministerial committees.

Effective collaboration.

Adequate representation and

follow through on activities.

Ministry of Agriculture,

Land Fisheries

Provide training for clients to

enable sustainable livelihood.

Effective partnership and full

clients’ participation in

programmes.


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of the Stakeholders

The Stakeholders’


Ministry of National

Security

(ODPM)

Efficient coordination and

communication of Disaster relief

and management policies

Timely response to natural and

other disasters.

Cadre of staff on call to respond

quickly to call to action.

Public Services

Association

Effective and responsible

representation for staff.

Safe and healthy work environment

and appropriate compensation

packages for employees.

Media Responsible and accurate

reporting of matters impacting

the Ministry.

Provision of accurate information.

International

Agencies

Meaningful partnership to

achieve Ministry’s strategic

objectives.

Meaningful partnership to achieve

objectives.

Ministry of Rural

Development and

Local Government

and Regional

Corporations

Collaborate with MSDFS for the

delivery of social services and

disaster relief in communities.

There would be meaningful

collaboration.

Ministry of Community

Development, Culture

and the Arts

Provision of services such as

training, mediation and self-help

assistance to clients and/or their

communities.

Greater collaboration in the

provision of community services.

Greater collaborative and

integrated interventions as a

strategy for effective community

development.

Office of the Prime

Minister – Gender &

Child Divisions

Greater youth involvement in

poverty reduction.

Foster collaborative and integrated

interventions as a strategy for

effective development.

Public Transport

Service Corporation

(PTSC)

Provision of safe and reliable

services

Improved care and maintenance

of ELDAMO buses.

Provision of funding for services

provided to MSDFS Clients and

maintenance of buses.

Greater collaboration in the

provision of services.

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Appendix 2: PESTLE Analysis for MSDFS (Summary)

ELEMENT ISSUES

POLITICAL

Challenge of aligning the Ministry’s mandate with Vision 2030.

Restructuring of the Ministry.

Readiness of the institutional arrangements to satisfy the

diverse demands of the society, and the consequent

discontent that could result due to changes.

The uncertainties and unintended outcomes associated with

Local Government reform.

Changes in taxes and transfers

ECONOMIC The current economic challenges caused by low energy prices

can lead to:

Limited availability of funds, which can negatively impact

project/programme implementation and outcomes.

Increase in unemployment.

Increase in the level of poverty, which would put greater

pressure on the state to provide socio-economic relief;

increasing demand for social services.

Reduction in the size of the public service which can impact

the capacity of the Ministry to deliver services.

SOCIAL

The country’s social fabric has become fragile due to the present

environment that is characterized by:

High rates of crime, gender-based violence, elder abuse, an

ageing population, substance abuse, homelessness, violence

against children, human trafficking, increased poverty rate,

general indiscipline and lawlessness, mental health

challenges, among other critical social issues.

Competing social issues placing increasing demands on

limited and declining resources.

Existence of more non-progressive values, attitudes and

behaviours in the population such as poor work ethic and

disregard for rule of law.


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ELEMENT ISSUES

TECHNOLOGICAL

Current workforce skills are not keeping up to date with

technological development.

Continued use of legacy (archaic) systems despite availability

of new technology in the delivery of social services.

In the face of increasing availability of technology, there are

still many citizens, especially in rural communities, who are

without access or are not technologically savvy, and may be

disadvantaged (access and inclusion).

Lack of technologically sophisticated and robust methods of

storing, securing and sharing client data.

Vulnerability to cyber-crime.

Impact of social media.

ENVIRONMENTAL

Increases in intensity and continuity of environmental threats:

flooding, storms, earthquakes and other natural disasters.

Address adequate and timely response actions in cases of

natural and other disasters to bring relief, especially to

vulnerable families and individuals.

Flooding as a result of indiscriminate dumping, littering,

unplanned development, slash and burning and

indiscriminate use of agricultural lands for housing.

Lack of sensitivity towards the environment.

Greater/ more consistent effort to create new laws and

enforce existing environmental regulations/ legislation.

LEGAL Existence of archaic laws which impede the work of the social

sector.

Insufficient legal coverage for the evolving nature of contract

employment.

Obligations to align local legislation with the requirements of

international conventions and agreements which Trinidad and

Tobago has ratified.

Lengthy process of formulating and proclaiming legislation.

The implications of the Procurement Legislation, judicial review

requests, actions in the Industrial Court, FOI requests, etc.


94

Appendix 3: Glossary of Terms

Accountability- responsibility for the use of resources and the decisions made, as well as the

obligation to demonstrate that work has been done in compliance with agreed-upon rules and

standards and to report fairly and accurately on performance results vis-a-vis mandated roles

and/or plans (UNAIDS n.d.).

- ascertains if a programme has been implemented in compliance with agreed rules

and standards. The bottom line is to verify the extent to which the achieved

accomplishments are consistent with organizational goals, rules procedures and

policies (Ministry of the People and Social Development Monitoring and Evaluation

Division 2013).

Baseline- the status of services and outcome-related measures such as knowledge, attitudes,

norms, behaviours, and conditions before an intervention, against which progress can be

assessed or comparisons made (UNAIDS n.d.).

Beneficiaries- refer to specific groups, individuals or organizations that may directly or indirectly

benefit from a project/programme (Ministry of the People and Social Development Monitoring

and Evaluation Division 2013).

Capability- capability represents the various combinations of functioning (beings and doings)

that the person can achieve. Another definition of capabilities: "the substantive freedoms he or

she enjoys leading the kind of life he or she has reason to value" (UNDP 2013).

Capability(ies) Approach- philosophical foundations of human development translated in

policies that promote human rights, disability, health, growth and democratic practice, and the

position of disadvantaged groups (UNDP 2013).

Capacity- the skills, knowledge and resources needed to perform a function.

Capacity Development- the process by which individuals, groups, organisations, institutions and

countries develop their abilities, individually and collectively, to perform functions, solve

problems and achieve objectives (OECD 2007).

Development- as a social-economic category, along with income and production growth, is the

process of reorganization and reorientation of the whole economic and social systems, of

qualitative changes in institutional, social and administrative structures, as well as in social

conscience, traditions and stereotypes (UNDP 2013).

Developmental support - Services to take people from dependency to leading productive and

self-sustaining lives.

Empowerment- The expansion of people(s) capacities and choices; the ability to exercise

choice based on freedom from hunger, want and deprivation; and the opportunity to

participate in, or endorse, decision-making that affects their lives.

Evaluation- the rigorous, scientifically-based collection of information about

program/intervention activities, characteristics, and outcomes that determine the merit or worth


95

of the program/intervention. Evaluation studies provide credible information for use in improving

programs/interventions, identifying lessons learned, and informing decisions about future

resource allocation (UNAIDS n.d.).

Family- the UN General Assembly in its resolution 44/82 of 8 December 1989, proclaimed 1994 as

the International Year of the Family (IYF) with its theme of "Family: resources and responsibilities in

a changing world." No attempt was made by the United Nations to define or delineate the

"ideal family" or to direct "family policy" to specific goals. The concept of the family may differ in

some respects from State to State, and even from region to region within a State, and that it is

therefore not possible to give the concept a standard definition (UNDP 2013).

- The basic definition of a family utilised by the National Family Services Division of the

MSDFS is a group of people who share a legal bond or a blood bond.

Legal Bonds: Families are legally bound through marriages, adoptions, and

guardianships, including the rights, duties, and obligations of those legal contracts.

Legal bonds can be changed, expanded, or dissolved to change the composition of

a family.

Blood Bonds: Individuals who are directly related through a common ancestor are

part of a family. This includes both close and distant relatives such as siblings, parents,

grandparents, aunts, uncles, nieces, nephews, and cousins.

Goal- a broad statement of a desired, usually longer-term, outcome of a program/intervention.

Goals express general program/intervention intentions and help guide the development of a

program/intervention. Each goal has a set of related, specific objectives that, if met, will

collectively permit the achievement of the stated goal (UNAIDS n.d.).

-denotes a higher objective than an intervention aspires to achieve in the medium and

long- term. A goal is less specific than an objective (See Related Term: Objective). Also

referred to as a programme’s desired outcome (Ministry of the People and Social

Development Monitoring and Evaluation Division 2013).

Household- The concept of household is based on the arrangements made by persons,

individually or in groups, for providing themselves with food or other essentials for living. A

household may be either:

(a) a one-person household, that is to say, a person who makes provision for his or her own food

or other essentials for living without combining with any other person to form part of a multi-

person household or

(b) a multi-person household, that is to say, a group of two or more persons living together who

make common provision for food or other essentials for living. The persons in the group may pool

their incomes and may, to a greater or lesser extent, have a common budget; they may be

related or unrelated persons or constitute a combination of persons both related and unrelated.

A household may be located in a housing unit or in a set of collective living quarters such as a

boarding house, a hotel or a camp, or may comprise the administrative personnel in an

institution. The household may also be homeless (OECD 2002)


96

Human Capital- is formed from investments in human capabilities of the individual aggregate,

due to a certain reserve of his knowledge, health, skills and abilities to work, that could increase

productivity and increase revenues (UNDP 2013).

Human Development- is the expansion of people’s freedoms to live long, healthy and creative

lives; to advance other goals they have reason to value; and to engage actively in shaping

development equitably and sustainably on a shared planet. People are both the beneficiaries

and drivers of human development, as individuals and in groups (UNDP 2013).

- This involves expanding the richness of human life, rather than simply the richness of the

economy in which human beings live. It is an approach that is focused on creating fair

opportunities and choices for all people (SMP 2017).

Initiative- a new plan or process to achieve something or solve a problem.

Millennium Development Goals- A set of eight goals and associated targets to achieve poverty

alleviation by 2015.

Monitoring- routine tracking and reporting of priority information about a program / project, its

inputs and intended outputs, outcomes and impacts (UNAIDS n.d.).

Monitoring and Evaluation – Monitoring can be defined as continuous process of systematic

data collection on pre-specified indicators. Evaluation process is an ongoing dynamic function

which seeks to objectively and systematically assess the design, implementation, relevance and

sustainability of a plan, project or programme (SMP 2017).

Objective- a statement of a desired program/intervention result that meets the criteria of being

Specific, Measurable, Achievable, Realistic, and Time-phased (SMART) (UNAIDS n.d.).

- refers to short, medium and long- term changes desired for beneficiaries or their

environment. Objectives tend to be more specific than goals and are required to be

“SMART”: i.e. Specific, to ensure appropriate interpretations; Measurable, to allow

monitoring and evaluating of progress being made; appropriate, to problems of the

target beneficiaries or their environment; Realistic, achievable and relevant and Time

bound, defined within a specific time frame (Ministry of the People and Social


Policy- A set of ideas of what to do in particular situations. These ideas are guided by key

principles and have been agreed on officially by a government, institution or group people.

Poverty- characteristic of the economic situation of the individual or social group in which they

cannot meet the minimum requirements for a certain range necessary for life (UNDP 2013).

- The condition or state in which a person or a household lacks the financial resources to

meet basic needs such as food, proper shelter, water, utilities and health care (SMP

2017).

Prevention- Services to mitigate against undesirable outcomes (for example: Poverty,

homelessness).


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Programme- It is a series of projects whose objectives together contribute to a common overall

objective at the sector, country or even multi-country level.

Project- A temporary endeavour undertaken to create a unique service or product. They tend

to differ in size, scope cost and time.

Quality of Life- Quality of life is the notion of human welfare (well-being) measured by social

indicators rather than by “quantitative” measures of income and production (OECD 2005).

- WHO defines ‘Quality of Life’ as an individual's perception of their position in life in the

context of the culture and value systems in which they live and in relation to their goals,

expectations, standards and concerns. It is a broad ranging concept affected in a

complex way by the person's physical health, psychological state, personal beliefs, social

relationships and their relationship to salient features of their environment (WHO 2017).

Remedial Support - Services to assist people through difficult times (MSDFS Strategic Plan 2017,

16).

Resilience- the ability of a system, community or society exposed to hazards to resist, absorb,

accommodate to and recover from the effects of a hazard in a timely and efficient manner.

More in depth resilience is the transformative process of strengthening the capacity of people,

communities and countries to anticipate, manage, recover and transform from shocks.

Results-Based Management- A strategy by which all actors, contributing directly or indirectly to

achieving a set of results, ensure that their processes, products and services contribute to the

achievement of desired results (outputs, outcomes and higher level goals or impact).

Social Development- is equality of social opportunity (Sen 1995).

- is the promotion of a sustainable society that is worthy of human dignity by empowering

marginalized groups, women and men, to undertake their own development, to improve

their social and economic position and to acquire their rightful place in society (Bilance

1997).

- Social Development focuses on the need to “put people first” in development processes.

Poverty is more than low income – it is also about vulnerability, exclusion, unaccountable

institutions, powerlessness, and exposure to violence. Social Development

promotes social inclusion of the poor and vulnerable by empowering people, building

cohesive and resilient societies, and making institutions accessible and accountable to

citizens.

- Working with governments, communities, civil society, the private sector, and the

marginalized, including persons with disabilities and Indigenous Peoples, Social

Development translates the complex relationship between societies and states into

operations. Empirical evidence and operational experience show that Social

Development promotes economic growth and leads to better interventions and a higher

quality of life (World Bank 2017).

Social Inclusion- a process which ensures that those at risk of poverty and social exclusion gain

the opportunities and resources necessary to participate fully in economic, social and cultural

life and to enjoy a standard of living and well-being that is considered normal in the society in

http://www.worldbank.org/socialinclusion


98

which they live. It ensures that they have greater participation in decision making which affects

their lives and access to their fundamental rights (UNDP 2013).

Social Justice- is the view that everyone deserves equal economic, political and social rights

and opportunities (National Association of Social Workers).

- Social Justice is the virtue which guides us in creating those organized human

interactions we institutions. In turn, social institution when justly organized provide us

with access to what is good for the person, both individually and in our associations with

others. Social justice also imposes on each of us a personal responsibility to work with

others to design and continually perfect our institutions as tools for personal and social

development (Center for Economic and Social Justice).

Social Mitigation Plan- The process of identifying, analysing and managing the intended and

unintended social consequences of both endogenous and exogenous shocks to an economic

system. Its main objective is to bring about a more sustainable and equitable biophysical and

human environment (SMP 2017).

Social Policy- legislative, institutional, budgetary support to achieve objectives in the field of

human welfare, to protect the interests of socially vulnerable layers of such socially important

areas as health, education, employment, pensions, etc. (UNDP 2013).

Social Protection- Set of public interventions aimed at supporting the vulnerable groups within

society, as well as helping individuals, families, and communities manage risk. Social Protection

includes safety nets (social assistance), social insurance, labour market policies, social funds and

social services (World Bank 2013).

Social Safety Nets (Social Assistance)- Non-contributory transfer programs targeted in some

manner toward those vulnerable to poverty and shocks (World Bank 2013).

Social Transformation- refers to the change of society's systemic characteristics. This incorporates

the change of existing parameters of a societal system, including technological, economic,

political and cultural restructuring (UNESCO 2017). 2

Stakeholders- Those who have interests in a particular decision, either as individuals or as

representatives of a group. This includes people who can influence a decision as well as those

affected by it. Decision makers are also stakeholders.

- agencies, organizations. Groups or individuals who have a direct or indirect interest in the

development intervention or its evaluation (Ministry of the People and Social


STEP UP- signifies a movement upwards. This concept is based on the principle that in order to

transform the lives of families it is necessary to take them from a position where they may be

experiencing a low standard of living to a much higher standard – to a better quality of life.

Strategy- is the approach you take to achieve your goal.

Sustainable Development Goals- Also the “Global Goals,” are a universal call to action to end

poverty, protect the planet and ensure that all people enjoy peace and prosperity. These 17

Goals build on the successes of the Millennium Development Goals, while including new areas

http://www.socialworkers.org/pressroom/features/issue/peace.asp


99

such as climate change, economic inequality, innovation, sustainable consumption, peace and

justice, among other priorities. The goals are interconnected; often the key to success on one will

involve tackling issues more commonly associated with another (UNDP 2017).

Target- stipulated achievements levels set by programme administrators or other responsible

parties, for example, intake for 90% of the referrals within one month. These levels may be set on

the basis of past experience, the performance of comparable programmes, or professional

judgement (Ministry of the People and Social Development Monitoring and Evaluation Division

2013).

Targets- are the quantifiable levels of the indicators that a country or organization wants to

achieve at a given point in time (World Bank 2000).

Target Population- The intended beneficiaries of program benefits (World Bank 2013).

Targeting- The effort to focus resources among those most in need of them (vulnerable groups)

(World Bank 2013).

Targeting Mechanisms- is the broader term, to targeting method, used to refer to the larger

elements of program design, including the very important question of the choice of intermediary

agents and organizational design (Conning and Kevane 2000).

Targeting Method- Approach taken to identify the target group and thus determine eligibility for

programme benefits (World Bank 2013).

Transformative capacities - A special type of adaptive capacity which enables persons and

communities to adopt transformative actions to deal with changes (SMP 2017).

Vision 2030- The Vision 2030 National Development Strategy (2016-2030) for Trinidad and

Tobago, aims to provide a broad socio-economic development framework to the year 2030. It

is intended to provide for an orderly long-term development process, inclusive of the United

Nations (UN) Sustainable Development Goals (SDGs) (SMP 2017).

Vulnerability- is the threat of deprivation in multiple dimensions that reduce core human

capabilities below the threshold. Vulnerability is a human condition or process resulting from

physical, social, economic and environmental factors, which determine the likelihood and scale

of damage from the impact of a given hazard.

Vulnerable Groups- for the Ministry of Social Development and Family Services vulnerable groups

are those persons who face special difficulties in supporting themselves because of some

particular aspect of their situation The MSDFS is responsible for those who are socially challenged

with issues such as poverty, social inequality and social exclusion. Particular emphasis is placed

on vulnerable and marginalized groups in society such as women, children, persons with

disabilities, the elderly, the poor/indigent, the socially displaced, ex-prisoners, deportees and

persons living with HIV/AIDS (World Bank 2013, MSDFS 2017).


10

0

Appendix 4: Legislative and Regulatory Framework

The following Acts provide the legislative and regulatory framework within which the Ministry

administers its responsibilities in accordance with the Laws of the Republic of Trinidad and

Tobago.

• The Constitution of the Republic of Trinidad and Tobago Act Ch. 1:01

• Civil Service Act, Chap. 23:01

• Public Service Commission Regulations Ch. 1:01

• The Exchequer and Audit Act Ch. 69:01

• The Finance Regulations Ch. 69:01

• Freedom of Information Act Ch. 22:02

• Data Protection Act, No. 13 of 2011

• Central Tenders Board Act Ch. 71:91

• Public Procurement and Disposal of Public Property Act, No. 1 of 2015

• Senior Citizens’ Pension Act Ch. 32:02

• Public Assistance Act, Ch. 32:03

• Bruce Stephens Trust Act Ch. 9:32

• Trinidad and Tobago Blind Welfare Association (Incorporation) Ordinance

• Trinidad and Tobago Association of Retarded Children (Incorporation) Ordinance

• Trinidad and Tobago Association for the Hearing Impaired (Incorporation) Act, No.

53 of 2000

• Socially Displaced Persons Act, No. 59 of 2000

• Homes for Older Persons Act, No. 20 of 2007

• Occupational Safety and Health Act Ch. 88:08

• Industrial Relations Act Ch. 88:01

• Maternity Protection Act Ch. 45:57

• Trafficking in Persons Act Ch. 12:10


10

1

Documents

Strategic Plan for the Ministry of Social Development and